Here's how you can make feedback constructive and avoid demotivation.
Giving feedback is a delicate art, especially in the realm of people management, where the goal is to encourage improvement without causing demotivation. You're tasked with ensuring that your team remains motivated and engaged, but you also need to address areas where growth is necessary. Striking this balance requires a thoughtful approach to how you deliver feedback. This article will guide you through the nuances of giving feedback that uplifts rather than disheartens, ensuring that your team not only hears what you're saying but also feels inspired to act on it.
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Rajas BakareAssociate Director | Financial Services | Ex Amazon
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Angela BazoniGestão de Pessoas | Gestão de Equipe | Gestão Comercial | Engenharia de Vendas | Venda Técnica | Engenharia de…
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Kartik AhujaClinical Data Management Expert with Strong People Management/Project Management Skills (Immediate Joiner)
Imagine walking a mile in their shoes before you deliver feedback. Understanding your team members' perspectives is crucial. Consider their workload, personal style, and any external pressures they may be facing. When you approach feedback with empathy, it becomes a tool for support rather than criticism. This doesn't mean you should shy away from pointing out areas that need improvement. Instead, frame your feedback in a way that acknowledges their efforts and challenges, and offer help in overcoming any obstacles they may face.
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You sometimes may feel very strongly about an error made by your subordinate. Our assumption usually is a direct fault, lack or focus or unwilling of the person. Its always good to step back, and remember the time you had unknowingly made a blunder. Nothing works better than reminding yourself that you are not perfect. Also, if the error is not fatal and not clearly deliberate, I prefer to start the conversation with the good things the person has been doing. Spending 1-2 minutes on appreciation helps the recipient to lower their guard and be more open to feedback (reduces defensive behavior)
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La empatia es la clave para una comunicación exitosa. Solo podemos entender al otro si comprendemos que le suceden cosas y que tiene el derecho a ser y pensar diferente a nosotros. No debemos juzgarlo. Una cosa muy importante a la hora de empatizar y entender a la otra persona es observar su lenguaje corporal. Sabías que el 90% de los mensajes emocionales son no verbales? Además, es crucial percatarse si lo que dice tiene coherencia con su mensaje corporal. Por ejemplo, si una persona está exponiendo una idea y se la nota nerviosa, aunque diga que está todo bien, sería bueno que uno exprese calma y tranquilidad tanto con el tono de voz como con las palabras. Esto puede ser clave para que la persona nerviosa se desenvuelva con más seguridad.
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To provide effective feedback and to avoid demotivation, it's essential is to lead people with trust. It’s the only realistic way to achieve the maximum possible result, while at the same time minimising the emotional burden on the team members. It’s so easy, and yet unfortunately many managers find it extremely difficult to take this ideal path for everyone involved ❗️
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Be empathetic to the people when giving the feedback as majority of the times the word can always mean a differently to people considering that they aways want to be appreciated and made feel happy. Also sympathy and Empathy are different and are not the same. They work differently when spoken to someone. It is important to be empathetic by letting the team member know you are supporting them and will help in mentoring and training in any way possible.
Selecting the right moment to provide feedback can make all the difference. Avoid times of high stress or when emotions are running high. Instead, choose a calm environment where the focus is on growth and development. Immediate feedback after a specific event can be effective, but ensure it's given in a private setting if it's sensitive in nature. Regularly scheduled reviews provide a structured opportunity for comprehensive feedback, but don't let that stop you from acknowledging good work or addressing issues as they arise.
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Durante estos días, tuve que dar una charla sobre inteligencia emocional a mi equipo de trabajo. Para que entiendan el contexto, trabajo en una productora audiovisual y acabábamos de realizar un videoclip muy caótico: muchas tomas, mucho estrés, muchos imprevistos que afectaron la comunicación. Aunque tenía esta charla preparada desde hace un tiempo, decidí darla después de ese rodaje porque era el momento oportuno. El diálogo fue mucho más fluido porque había ejemplos concretos y recientes, lo que hizo que los conocimientos se retuvieran mejor y se activara el pensamiento crítico.
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There are 2 things you should consider: 1) Yes, do avoid high stress and emotional times to give tough feedback. This becomes more important if the feedback involves any disciplinary actions. 2) However, if the error is something which does not warrant a long, tough feedback conversation and actions, its always good to follow 'Hot Stove Rule'. Douglas McGregor's hot stove rule requires that employees have fair warning about the type of conduct subject to discipline. It also requires that disciplinary action be immediate, consistent and impersonal. Good judgement is crucial.
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A feedback should be given constantly and not when the time is for appraisals or when it is suppose to be scheduled. Every 1:1 meeting should be an assessment on a monthly basis and feedback should be given in the right manner. This will help the team members to improve on a monthly basis as well.
Keep your feedback rooted in observable facts and specific examples. This approach helps to remove any sense of personal attack and keeps the conversation centered on professional development. By discussing concrete instances where improvement is needed, or where success has been achieved, you provide clear and actionable insights. Avoid vague comments that can lead to confusion and instead offer a clear path forward by highlighting what can be done differently next time.
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This is simplest, yet one of the most difficult skills to achieve. Separate your personal emotions from work. Focus on facts (numbers and data, behavior). Be objective while thinking and delivering feedback. SBI format of explaining action and impact always works the best: Explain what was the situation, what was employee's action, and what was the impact or result of that action. Give them solution to the problem for the issue to be not repeated in future. Set clear and actionable expectations and goals.
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Imagine a tennis court. When giving feedback, you are only allowed to stay on your side of the net. That means you can only comment on how a situation affected you or how you perceive it. You shouldn't put labels on people. E.g. you want to feedback to a remote team member who missed 3 deadlines so far. Instead of "You are idle/lazy and not working", you should say: "You didn't meet 3 deadlines and your slow response rate making me insecure about your active work".
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Blanket statements and non factual things do not hold any support for the team member and will cause more demotivation rather than supporting the person. So when a hard feedback is given give with facts what you have and then also with a solution that how that can be fixed in the next month or subsequent months. Allow people to make mistake but show them so that they can learn from the same.
Feedback should be a two-way conversation, not a monologue. Encourage your team members to share their thoughts and feelings about your observations. This can lead to a deeper understanding of their actions and motivations, and it can also reveal insights that you might have missed. By fostering an open dialogue, you create an environment where feedback is seen as a collaborative effort towards common goals, rather than a top-down directive.
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Concordo plenamente com afirmação que "O feedback deve ser uma conversa de mão dupla", e a sugestão para obter uma via livre para que o seu feedback seja ouvido, é ouvir feedbacks a seu respeito de uma forma ativa.
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Allow a dialogue to happen as that helps get a lot of things clarified. For example if a team member escalation has come, defend him/her Infront of the people accusing but later discuss to know what is the perspective the team member has and based on that help him/her develop a plan to work on for improvement and learning. A scenario can be that the person might not agree to the mistake and learning but still show him/her the positive outlook post the development.
It's important to balance critiques with positive reinforcement. Recognizing what someone is doing right not only boosts morale but also reinforces those positive behaviors. Make sure to highlight strengths and successes, as this will help build confidence and encourage your team members to leverage their best qualities. Positive feedback can be just as powerful as constructive criticism in driving performance and motivation.
After providing feedback, don't leave your team members to fend for themselves. Offer resources, guidance, or training that can help them improve. Whether it's a workshop, a mentorship opportunity, or just some one-on-one time with you to brainstorm solutions, show that you're invested in their growth. This support turns feedback into a stepping stone for development rather than a stumbling block.
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La diferencia entre influir y manipular. La influencia es poder, y no se puede influir sin confianza. La idea de influir positivamente es obtener un resultado que satisfaga las necesidades legítimas de ambas partes, donde impere la ganancia mutua (o al menos no perder, donde el beneficio es la confianza recíproca y el respeto) y no el beneficio propio. Además, influir en nuestro grupo logrará que los resultados positivos se mantengan en el tiempo y no sean solo momentos efímeros de buena racha. Por último, ayudar a los demás en su propio desarrollo hará que tu equipo se potencie no solo laboralmente, sino también colectivamente, lo que repercutirá en el trabajo del sector y marcará la diferencia entre ser un líder y ser simplemente un jefe.
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Complementando alguns pontos: - deixar claro que é um momento de feedback; - reavaliar a abordagem caso o feedback não esteja sendo receptivo e haja muitas contestações sobre os fatos trazidos; - avaliar o melhor momento para o feedback porém não esperar muito tempo da prática das ações que necessitem de correção ou elogio; - registrar os feedbacks.
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Regular feedbacks are important and also regular appreciation any betterment even if small is big to be targeted and appreciated. This will help the person to be more receptive to feedbacks and would understand the learning aspect and the demotivating scale will go down a bit.
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