Since the number 13 is considered a "scary" number, today we'll be talking about something a lot of folks fear: Delivering constructive criticism.
What's to Fear?
A few missions ago, I cited a Linkedin article that touted the positive effects of positive feedback.
If you clicked the link to the article, you
may have noticed another study they cited as well -- one about providing negative feedback.
According to this study, conducted by leadership development consultancy Zenger & Folkman, 92% of survey respondents agreed with this statement:
"Negative (redirecting)
feedback, if delivered appropriately, is effective at improving performance."
Ninety-two percent!
I know there have been times when it's been easier for me to avoid giving negative feedback, but in those moments I've actually been doing my team and myself a disservice.
Our goal shouldn't be avoiding giving constructive criticism -- our goal should be learning how to better deliver criticism appropriately.
Today's Mission
Give someone on your team constructive feedback.
"Alright," you might be thinking, "But how do I deliver it 'appropriately?'"
Here are a couple tips to get you started.
1) The Open-Faced Compliment Sandwich:
You may be familiar with the tried-and-true "compliment sandwich" approach. If you're not, it basically goes like this:
Provide positive feedback
Then, offer a criticism
Finally, offer another bit of positive feedback
There's a reason this approach has become so popular -- studies show that we are more receptive to criticism after we've heard some piece of positive feedback.
The problem with the approach is that studies also show that providing a compliment immediately after constructive criticism can make that criticism less effective.
Here's an example of what that might look like:
"Hey Greg, you've been doing a great job of getting your weekly reports in ahead of schedule. That really helps me have time to review them before the end of the day and I appreciate it." Result: Greg
feels good about his reports and values continuing to get them in on or ahead of schedule.
"One thing I've noticed when reviewing these reports is a lot of typos. I want you to know that it's okay to take a little extra time to give your reports one final proofread before sending them to me. My expectation is to review your reports mainly for content and less for common typos. Does that sound fair?" Result: Greg has a clearer idea of your expectations and understands that in the future, quality is a higher priority than speed.
"But overall everything is really good, and I'm thrilled
with your work. So... great job!" Result: Greg walks away hearing that he's doing a great job and you're thrilled with his work, making the need for any change on his part seem much less important.
If you must give a compliment sandwich, do everything you can to avoid making that final piece of feedback something that invalidates or compromises the criticism you've just given.
I've found that for most folks after giving critical feedback, every bone in their body wants to follow that up with a positive statement that walks the criticism back or softens it somehow. It helps everyone feel better in the
moment, but completely sabotages the criticism's chances to have an effect.
Something I've found works even better is what I'll call the Open-Faced Compliment Sandwich.
In this variation, we start with positive feedback, then follow it with constructive criticism, and then... stop.
This is harder than it sounds, but way more effective. If you want to close by letting them know they're appreciated, or that their work is important, or that you're excited to see them at happy hour later -- great, do it.
But try your best not to walk back your feedback.
2) Build a Culture of
Feedback
When an employee isn't used to getting feedback, any feedback they do get will seem like a much bigger deal and the chances of a negative reaction are higher.
Companies that built a culture of consistent feedback -- early and often -- tend to be the most engaged and productive. When feedback comes in, it's expected, and that means an audience that is receptive to it, not threatened.
Establishing a culture of feedback doesn't have to be hard.
If you're currently saving most feedback for quarterly reviews, try providing that feedback weekly instead.
Provide constructive feedback to all of your employees. That way nobody feels singled out or on the hotseat.
Be willing to get it as well as you give it. Many employees feel
uncomfortable criticizing their boss, and why shouldn't they? Give your team an appropriate method to offer their own feedback to create reciprocal trust and communication.
Communicate to your team. Let them know that you're implementing a new plan to provide weekly feedback, both positive and constructive, and that you welcome their feedback on what they want to hear about and how they think it can be as constructive as possible.
Sure, it can be scary at first. But if you think about what you and your team stand to
lose by not being open and honest about ways to improve, I think you'll find that's a lot scarier.
