Heidi Grant Halvorson
WHEN GIVING FEEDBACK ABOUT A TASK
Remember, you want to be as specific as possible about what went right and wrong when giving feedback. Here are examples:
When Things go Wrong:
Instead of saying: Sarah, you’ve had poor communication with me and the team.
Say: Sarah, I’d like to have a better sense of the progress you are making on your projects and how you are managing your time. Let’s set up a brief weekly meeting so you can keep me informed.
When Things go Right:
Instead of saying: Amazing job this year, Jill! You are an ideal employee.
Say: Jill, I was really impressed by the way you handled the Stevens’ account. That was a difficult situation, and you knew how to mobilize your resources. I appreciate all the hard work you put in—you exceeded my expectations.
How to Give the Right Feedback
December 2011
Honest feedback is very important and necessary—without it, we would be groping in the dark, not knowing whether or not our career is on the right path. If part of your job is to provide feedback for others, you need to reinforce what they’re doing right as well as point out where they are going wrong, and help them stay motivated to keep on course. Not an easy task!
Not all feedback is particularly helpful. Worse yet, some can even be counterproductive. Knowing what to say and what not to say isn’t a matter of possessing an innate gift or talent. If you’ve screwed up in the past (and who hasn’t?) it is possible to learn to do a better job giving feedback next time. Here are some pointers to help you decide what to say and how to say it.
Speak the truth: Be careful not to let concerns about bruised feelings keep you from telling people what they need to hear. Telling individuals that “it’s not their fault” or that “they did their best” may spare their feelings, but it will also leave them feeling powerless. If they receive constructive criticism, they can feel more empowered to do things differently in the future.
Stay positive and practical: When giving criticism, it’s important to convey that you believe recipients can succeed if they take strategic actions. Be as specific as possible about what steps can help solve challenges. Have attainable standards and expectations of them. Be careful not to create an atmosphere where the recipient feels too much pressure to be perfect.
Praise should seem sincere: In order for praise to enhance, rather than undermine motivation, it has to be seen as sincere. Praise that is too effusive, too general, or too frequent is likely to seem insincere. Reserve your compliments for achievements that are authentic, well executed, and deserving of your admiration.
Emphasize behaviors that are under the recipient’s control: Praising people for abilities or qualities that seem innate or unchanging isn’t as effective as praise for hard work, persistence, use of good strategies and determination. These reinforce the idea that the individuals can improve and grow.
Avoid comparing to others: Don’t use other employees as examples—it can make recipients self-conscious and worried about proving themselves. Instead, compare their current performance to their own past efforts, in order to emphasize the value of improvement. This reinforces the idea that the focus should always be on getting better.
They shouldn’t be doing it for the praise: Don’t allow praise and rewards to undermine autonomy. Keep recognizing the recipients’ own ability to make choices, protecting their intrinsic motivation to succeed.
Adapted from “Succeed: How We Can Reach Our Goals” written by Heidi Grant Halvorson, Ph.D. – Hudson Street Press, Published by the Penguin Group, copyright January 2011.
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