How to give constructive feedback in a timelier manner (when you don’t like giving bad feedback)
As I grew into my role as a manager, I started to realise the importance of giving constructive feedback. Notice I didn’t call it “bad” feedback – because any feedback that is backed with the intention to develop a person can’t be bad.
I have seen too many consequences of a manager avoiding giving constructive feedback. The most common problem is that the analyst is then caught off-guard when his or her manager is forced to deliver at a year end performance. By then, the analyst is now thinking why wasn’t I notified earlier? Trust is broken.
Second, there is no time for the analyst to rectify and improve – which probably impacts their ratings.
Another implication happens that another manager or worse still your superior picks up on the Analyst’s bad behaviour – and they relate this to you. First they are thinking “why didn’t she address this issue?” Your credibility amongst your peers has now diminished. And you can only imagine your boss perception.
So now you understand the implications but it still doesn’t make it easier to deliver constructive feedback. Here it is important to remember that you are helping someone to see what could be in their blind spot. Also what makes bad feedback is how it is being delivered. Be objective, calm and avoid using words like always never. Be specific give an example more importantly share concrete steps to how they can improved. Going back to chapter on trust
Remember by shying away from feedback, you are not helping your analyst. You are only helping yourself avoid what you deemed as an uncomfortable situation.
