Even the best leaders may sometimes fumble their feedback. They may speak too harshly or sugarcoat it so it’s not even truly useful. Some leaders may hardly give feedback at all because it feels uncomfortable. No matter how you feel about giving feedback, you may wish you were more confident and effective at giving it.
Author and speaker Joel Hilchey admits it may seem tricky to give meaningful feedback, especially because it feels so personal. However, with practice you can turn feedback moments from awkward conversations into valuable discussions that inspire your team members. In this issue of PromoPro Daily, we share Hilchey’s 4 steps to ensure you don’t fumble it when it comes to giving and receiving feedback.
- Default to feedback about yourself. According to Hilchey, if you want to create a culture where feedback is welcomed and sought out, start by doing that yourself. Whenever you provide feedback to someone else, start by asking if they have any feedback for you.
- Ask more questions and make fewer statements. If you typically list off the feedback points you want to share, try starting with a list of questions instead. Questions generate answers, Hilchey says, while statements often generate resistance. He says this is because people typically reject any assessment of them when they feel misunderstood or unheard. So, ask questions to help your team members come to their own conclusions.
- Invite collaborative input. When conducting a post-mortem on a large project or reviewing a week of work, Hilchey recommends making the feedback conversation more collaborative in nature. Again, do more asking than telling, he says.
- Set aside time for longer, career-related conversations. Hilchey says it’s a good idea to keep a slot in your schedule for an annual career check-in with each of your staff members. But instead of looking at specific projects, discuss their skills and goals. Use that information as a starting point to talk about growth areas, team needs and how you can support them in achieving their goals.
Feedback doesn’t have to be complicated, and you shouldn’t save it for performance reviews. Start small by asking questions and staying curious. Be honest, consistent and human. And be willing to receive feedback yourself. When your team sees you modeling openness, they’ll follow your lead.
Compiled by Audrey Sellers
Source: Joel Hilchey is an author and sought-after keynote speaker on fun at work and employee experience.
