How to Give Tough Feedback That Helps People Grow
By Monique Valcour, Harvard Business Review, September 1, 2015
This post has been viewed 2,655 times.
This post has been viewed 2,655 times.
The difference in the two feedback sessions illustrated above boils down to coaching, which deepens self-awareness and catalyzes growth, versus reprimanding, which sparks self-protection and avoidance of responsibility. To summarize, powerful, high-impact feedback conversations share the following elements:
- An intention to help the employee grow, rather than to show him he was wrong. The feedback should increase, not drain, the employee’s motivation and resources for change. When preparing for a feedback conversation as a manager, reflect on what you hope to achieve and on what impact you’d like to have on the employee, perhaps by doing a short meditation just before the meeting.
- Openness on the part of the feedback giver, which is essential to creating a high-quality connection that facilitates change. If you start off feeling uncomfortable and self-protective, your employee will match that energy, and you’ll each leave the conversation frustrated with the other person.
- Inviting the employee into the problem-solving process. You can ask questions such as: What ideas do you have? What are you taking away from this conversation? What steps will you take, by when, and how will I know?
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