Giving effective feedback about performance

Honest conversations about performance are often avoided because of the possible conflict, disappointment, or upset that non-positive feedback may cause. However, if it is given in a positive and constructive manner, most people will acknowledge it and appreciate the opportunity to improve and the support that can be offered.

Having this kind of conversation requires sensitivity, skill, and a commitment to a constructive outcome. Use the following three-step framework to guide your preparation and dialogue.

Preparing for the conversation

Before talking to your staff member, ensure you lay the right groundwork.

• Create a safe space: Find an appropriate environment and create a safe space to hold the conversation privately and without interruptions.
• Gather specific examples: Identify specific examples of observed behaviours or outcomes to make the feedback relevant and meaningful. Be clear about the specific behaviours you have observed, including where and when you observed them.
• Consider emotional impact: Take time to consider how they could feel during the discussion.
• Check your mindset: Be open to their point of view and ready to listen. Try to release any fear, or any internal need to be 'right' or to 'win' the conversation.

During the conversation

When delivering the feedback, communicate in an open, balanced and coaching-focused manner.

• Establish an open dialogue: Talk and listen in an open way to understand the other person’s position.
• Focus on shared values: Don't just focus on points of difference or non-positive feedback. There are likely many points of agreement about the work being discussed—confirming these helps build a more positive climate for dialogue.
• Give permission to be honest: We can forget that people relate to us not just as individuals, but through our position as the 'boss'. As a result, they may be tentative about being honest through fear of offending, getting on your wrong side, or impacting their career options and job security. Explicitly give them permission to be open.
• State impact clearly: Be clear about the real impact and consequences of the behaviours you are addressing.
• Keep language professional: Avoid language that is emotive or which could be interpreted as a personal attack.
• Use a coaching style: Ask open questions and use a coaching style to clarify points and explore possible options.
• Provide processing space: Give the person time and space to explore the impact of their behaviour for themselves. This empowers them to identify alternative approaches.
• Handle disagreements constructively: If they refute your feedback because they feel you have misread or misunderstood the situation, invite them to provide examples which support their view, and listen without prejudice. If the difference of opinion cannot be resolved, re-state your original concerns and consider different ways of phrasing the point.
• Encourage ownership: Remember that it is important for individuals to take ownership of improving their performance. Explore developmental solutions and support the individual in selecting and implementing these.

After the conversation

Once the dialogue is complete, focus on forward-looking actions and support.

• Explore solutions: Explore developmental solutions together and support the individual in selecting and implementing them.
• Record outcomes: Record exactly what is agreed at the meeting.
• Follow up: Arrange follow-up meetings with the individual if appropriate to monitor progress.

Using skill and sensitivity, performance issues can be successfully resolved early so they do not manifest as bigger problems in the future.