1. Act Quickly

Once you become aware of or witness a problem, it’s best to address it as soon as practical. 

Don’t jump in too soon – take some time to think about how you will approach the person, and check to see there aren’t some mitigating factors that you hadn’t noticed which could explain the person’s actions. 

But once you are clear that some corrective feedback needs to be given, talk to the person as soon as you can.  The benefits are that both of you are much clearer on exactly what happened, if the person is aware they were doing something wrong they are much more prepared for the feedback, and it helps to clear the air and clear your head rather than dwelling on it.
 

2. Remember your Intentions

We give corrective feedback in order to help people improve themselves or change their behaviours for the better. 

Check yourself – are you giving this feedback for positive reasons to really help the person improve, or are you only looking to criticise?  Certainly, part of giving the feedback is always about making our own working life a little better and easier, but it should also be about improving the other person and making their working life easier too. 

 To prepare yourself to deliver the feedback, think about the positive and constructive reasons you have for giving it, and how the uncomfortableness you feel during the discussion will be worth it in the long run.
 

3. Be Clear and Direct

Don’t dance around the issue or give vague references to the problem.  Be clear on what you want to say before meeting with the person, and then be direct in saying it. 

Once you’ve given the feedback, don’t follow it with comments that contradict or soften what you’ve already said.  And don’t underestimate how tempting it will be to say more than you should once you’ve given the key message.  Once you’ve said what you wanted to and the person has had a chance to have their say, thank them for their time and move on.  If you don’t make a mountain out of a mole hill your team will be much more open to receiving corrective feedback.
 

4. Ask Questions about Cause, and Listen to the Responses

You may want to introduce the feedback by asking questions, such as “What do you think happens when you don’t fill out your reports fully?”, or you might give the feedback directly and then follow up with questions which probe the “why’s” and reasons behind the persons’ behaviour. 

 It’s important to understand why people do things, as there may well be very good reasons for their behaviour which you hadn’t noticed or thought of.  Don’t take excuses, but do look for causes to help address the problem.
 

5. Talk about Behaviours, not Attitudes

We always want to discuss the actual behaviours or physical outcomes which we have observed.  We shouldn’t be giving negative feedback referring to someone’s attitude, intentions or reasons.  Attitude is impossible to measure, intention is impossible to know, and a person’s reasons are known only to them.  All we have to work from is behaviours.  The simple rule, is to only discuss things you can SEE, not what you think or conclude from the things that you see.  (If you only follow one of these five tips, make it this one – straying into talking about intangibles will undermine every other tactic you’re trying).

6. Take Ownership

If you are giving feedback on actions which you’ve witnessed, or which you have a problem with, then you need to own the feedback.  Never say things like “I don’t agree, but the company doesn’t allow you to...”.  To make sure you own the feedback, your sentences should start with things like “When you… I feel…” or “I think…”, “I believe…”, and “I’d like you to…”.  If you don’t take ownership then the person receiving it is unlikely to fully take it on board, and you may have given them a way to ignore or rationalise the feedback.
     

Do you have any other tips? - Please leave a comment below.

Good luck with giving the feedback.  Remember why you are doing it, and that the short term discomfort will be soon forgotten while the long term benefits will remain.


- Jamie Ross

Mining Man - Great Safety, Leadership and Productivity Ideas for the Mining Industry


 

       

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