To be an influential leader you are required to be skilled in the art of giving feedback, both praise and criticism. Attempting praise is easy, but for sure it is far more problematic and unwelcome to criticize your employees. Yet the strategy of leadership requires you to occasionally show employees where they need to enhance. Thus, leaders need to learn how and when to give feedback which is a delicate art.
Feedback is a two-way street
When you do provide feedback, start by asking the employee about their opinion on the situation. Then, figure out where your opinions are similar. If, at that point, there are still differences between how you and the other person perceive the issue, spend time discussing why this might be the case and what you can do to rectify this.
Negative Feedback
The first thing to acknowledge is that people generally concede more strongly to negative phenomena than positive ones. workers reacted to negative dealings with their boss six times more strongly than they reacted to positive interactions with their boss. This suggests that negative feedback can have significant unfavourable effects on an employee’s well-being and, probably, on their productivity of course.
Of course, there are situations when a leader must procure negative feedback. On these occasions, don’t lose the sensation of your objective for offering that feedback: to enrich the employee’s performance getting along. As much as you might want to excoriate your employee for what you believe is a spectacularly tragic performance, your business gains nothing from it.
Negative feedback is a key tool in the effective leader’s kit. But you must use it wisely and carefully, or else they will do more havoc than good. Focus on potential prospects and modifications, instead of dwelling on preceding errors. And think twice whether an error
certainly requires negative feedback: criticism can have an unexpectedly substantial impact on an employee’s happiness and productivity
Points Not to Forget
Empathy: See things from the other person’s perspective before reacting. Give the benefit of the doubt first. All of your company’s leaders ought to be empathetic. You should always be aware of the most effective ways to communicate, make intelligent word choices, and demonstrate empathy.
Intentions: Acknowledge that our feedback or our reaction is rooted in our lens, not theirs. Hence keep your intention clean and make it a point that your intention is to get good out of them.
Actionability: What improvement do you hope this discussion will bring about? Both sides will be able to look ahead if the loop is connected to future understanding and progress.
Feedback is exchanged to address areas where we can improve. Your conversation should focus on how both parties convert this into a positive learning moment and move forward with a strong solution.
Follow up: If you’re genuinely interested in your company’s long-term success, you should be taking a long view. Keeping track of actionable items decided during feedback meetings allows you to follow up on it later, monitor their growth, and recognise it.
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