Giving Negative Feedback

Of the multitude of skills that a leader has to be proficient in, the ability to give feedback is one of the most challenging. Feedback could be positive and full of appreciation or it could be negative and a reflection of underperformance or something that is not happening.

It is relatively simpler for a manager to give positive feedback to teams as compared to giving critical feedback. It is imperative for the manager to understand the psychology of the individual, as there is a huge possibility that negative feedback may have an adverse impact on both, performance and the motivation of the receiver. Tough feedback needs be conveyed in a manner that should be understandable and helpful, yet not de-motivating.

Negative feedback should therefore be considered as constructive input which places more emphasis on the continuous development of the person, not just in the capacity of a team member but also at an individual level. Employee performance more often than not is a reflection of the mindset and the energy that the person functions with. From an employee’s point of view “Recognition” and “Appreciation” are two critical motivating factors. Also, “Repudiation”, “Disapproval” or any kind of “Poor feed” could lower the morale of the employee. As the process of feedback clarifies the picture regarding their performance and contribution, it is important to let the employee know about how their performance and results are being viewed by the organization. And this needs to be done in a manner that leaves the person with a positive mindset and high level of enthusiasm.

Here are a few measures that managers could take cognizance of while giving critical feedback:

1. Feedback is not just a process of sharing pros and cons of performance; it is an opportunity to assist their development and growth by providing them appropriate insights and direction

2. Feedback sessions should be open ended where the manager should not only provide feedback but also give the team member an opportunity to reflect on the inputs and subsequently discuss and clarify any part of the feedback that is not understood

3. Start the feedback process by making the other person comfortable. This means starting with some positive message, or an input that tells the person what they have been doing well. At a psychological level, it encourages the receiver of the feedback to be open-minded and the chances of feedback being heard and absorbed are therefore higher

4. Wherever possible, at the end of the feedback session, ask open ended or specific questions like “What is your take on the session”; “Is there anything in particular that you would like to discuss”; “How would you make an improvement to this area?” Asking these kind of questions not only gives the person an opportunity to have their say; it also lets them know that you are serious about assisting their development

Remember, a single feedback session can boost the team member’s confidence and help them work with renewed vigor. At the same time, given inappropriately, the session could leave the person with a lingering feeling of dissatisfaction and awkwardness, leading to loss of enthusiasm and continued lack of performance and results. In the same way that it is important to be self-aware and focused, it is necessary to be aware of other people’s nature to understand how best to provide them with inputs that have the potential of changing their behavior!

About the Author

Jag Bhanver

CEO, Talgro (India & Middle East)

Jag Bhanver is ranked among the TOP 5 Master Coaches in the World. He has coached Board members, CEOs and Industry leaders from diverse industries across 16 countries. He has also conducted more than 2,000 executive leadership interventions around the globe. He has been a faculty on Leadership for C-suite Executives, at Ivy League and top-tier institutions. He has been featured as a thought leader and best-selling author in Forbes magazine, The Economic Times, Times of India, Business World, CNN, CNBC, and Al Jazeera, among others. Jag has authored 6 best-selling books, including biographies on Google and Microsoft. His books have been translated into half a dozen languages and sold cumulatively over 2 million copies. Jag is an award-winning educator. Jag is Group CEO for Talent Bridge International. He is also MD for The Next Milestone Technologies, and the Executive Director for PeopleFirst (India & Middle East). Formerly, he was the founding Chairman of IIFM, the largest Finance academy in the Asian region. During his corporate career, he has held international leadership roles for three of the largest banks globally, including HSBC.