Delivering Feedback Effectively

Effectively is the key word.

One thing you need to remember about feedback is: it’s less about the sender and more about the recipient.

That was the lesson I learned in my first management role.

How you say it (delivery) matters more than what (feedback) you say.

And if you have the luxury of time, get a head start by strengthening the connection prior.

What does that mean?

The buffer of how well a person takes feedback is relative to how connected the sender and receiver are.

For instance, if you’ve established a relationship on trust, it softens the blow of constructive feedback.

I highlight tough feedback because this is the hardest to deliver (unless you lack heart).

As the receiver, you take into account how much the person who is sharing with you cares.

Yet if you want to take it to the next level, factor personality into your delivery.

Here are a few examples:

• John is sensitive, so emphasizing you care about his growth while showing him the consequences of his mistake helps it be more digestible.

• Karen is analytical, so providing data behind her poor decision illustrates the severity of the issue.

The rule of thumb here is: the better you know the person, the better you know how to deliver tough feedback.

Of course if it’s positive feedback, it shouldn’t be hard.

Maybe just consider whether it’s better to share it with the person publicly or privately (that’s a post in itself).

I haven’t met many people who enjoy conveying poor performance, but regardless it can be done respectfully.

If you’re a leader or manager, know that correction helps guide your people in the right direction.

Without providing guidance, the responsibility falls back on leadership.

Ultimately, we want to see people develop, so therefore instruction is necessary.

Now there tends to be extremes in the workplace: micromanagement or macro-managment.

• Micromanagement speaks for itself (and way too common).

• Yet macro-management can be equally as hurtful because it shows a lack of involvement (which can be translated as “I don’t care”).

Giving feedback is one of those skills that is rarely taught, but expected in leadership.

So here is my advice: think about the person receiving the feedback before you actually say anything.

Now if you have a hard time describing their personality that means you need to form a connection with them ASAP.

Connection softens the blow of tough feedback.

The reality is you’re going to have to say things you don’t like, so prepare yourself to do it instead of avoid it.

Your people are counting on you to do your homework in advance.

Hope that was helpful, but if you need additional guidance contact me here.

God Bless,

Scott

If you found this helpful and you’re looking to improve your soft skills as a leader, here are ways to work with me directly:

• 🗣 Hire me to speak at your company or next event (watch my speaking reel here)

• 🎤 Invite me to lead an interactive training workshop, remotely or in-person (depending on location)

• 🤝 Start 1:1 coaching with me as a new manager, current leader or executive (I once managed 30 people 1:1 weekly❗️

Also, you can help me out by forwarding this to friends whom would benefit from it! Thank you!