Pub. 10 2020 Issue 4

17 PUB. 10 2020 ISSUE 4 feedback before providing it. Confirm the feedback is based on data and insight rather than negative feelings. Remember, feedback should be about helping someone to succeed. Pay Attention to Their Reaction Listening is key to facilitate trust and improve communication. Observe body language, tone, and emotions while being flexible and ready to adjust based on the other person’s response. The most effective feedback becomes a two-way conversation. Be Specific The more the individual can recall the specific event, the more likely they are to learn from the feedback, clarify the actions and behaviors, and impact other individ - uals and the overall organization. Always try to provide feedback as close to when the incident occurred as possible. Giving feedback about a specific event months after it happens can be less accurate and confusing to the employee. Focus on the Behavior, Not the Person Focusing feedback on just the situation rath - er than the individual separates the problem from the person. When the receiver is less likely to feel personally confronted, they are more likely to accept constructive feedback. Give Feedback From Your Perspective as the Manager Try not to give feedback on behalf of others. If you have not observed or noticed the be - havior, it becomes difficult to explain what is and is not working. Saying that you heard about a specific situation moves the focus from the issue to “who told you,” which can cause the opportunity for the feedback to be genuinely heard to be lost. Draw parallels to your own experiences Providing feedback is more effective when you can relate it to your own experience and growth. If you can convey that you were once in a similar position, you create a sense of emotional connection to the conversation. It also starts to build a mentor-mentee rela - tionship, causing the feedback to be viewed as advice. Limit Your Focus Ideally, a feedback session should focus on no more than two issues to reduce the person’s risk of feeling attacked and demor - alized. Focus on how behaviors and actions can be changed. Most of us are familiar with how good it feels to receive the kind of feedback that helps us grow or acknowledges the growth we’ve already achieved. As the manager giving feedback, remember those times when you received positive, motivating feedback. Reflecting on your own expe - riences will ensure your feedback comes from a place of kindness and positive intent. As a manager, you want your employees to excel to the best of their abilities, which is accomplished through proper feedback in the right form! w Draw parallels to your own experiences Providing feedback is more effective when you can relate it to your own experience and growth. If you can convey that you were once in a similar position, you create a sense of emotional connection to the conversation. Pay attention to their reaction Be Specific Give feedback from your perspective as the manager Limit your focus