Do you avoid giving feedback to your staff or peers or manager? If so, you’re one of many.
- We think because we avoid a challenging conversation we won’t negatively impact our engagement scores. (The reverse is true.)
- We believe that when the person is smart, they’ll figure out what they need to do. (They won’t.)
- We assume that because we understand something needs to happen, it’s clear to everyone else, so no need to give them feedback. (We all are really good at projecting!)
What are you doing to encourage conversation beyond the perennial review? What have you been meaning to say - positive or negative - to that new hire that you just haven’t gotten around to yet? What is your culture’s norm around conflict or disagreement, and is that keeping you from having candid, air-clearing and catalytic conversations for the good?
Great Feedback Approach: Use Feedforward
Feedback can become Feedforward, a wonderful term invented by Marshall Goldsmith to highlight the hope of the future: things you can do next time to strengthen the performance, the delivery, the report, the team management. The act is one of positive forward momentum, versus negative review of the past.
For more ideas about seeking, giving and receiving feedback, see our Seek Feedback blog.