It goes without saying... but it sounds better when you say it! That's why feedback is an essential practice for any manager who cares about the performance and well-being of his or her team. But what are the best ways to go about it? And are there any pitfalls to be avoided at all costs? Hélène Toye, expert trainer in communication and personal development, provides the answers.
70 % of employees believe that feedback from their manager has a positive impact on their commitment to work, according to a study by the Great Place to Work Institute. However, according to a survey by the consultancy firm Deloitte, only 26 % receive feedback at least once a month.
But how do you define "feedback"?
The term "feedback" literally translates as "feedback". It is therefore feedback given to an individual or a team on their know-how or interpersonal skills.
Are you tempted to point out only the mistakes? This is one of the pitfalls to avoid. On the contrary, you should develop your "constructive feedback" reflex. Employees expect you to value what is good and to support what needs to be improved. Feedback then becomes a lever for success and growth, both individually and collectively. But how do you go about it?
Different types of feedback, but a single objective: adding value
Three types of feedback:
Positive feedback
Appreciation or recognition feedback
Corrective feedback
Do you want to highlight an employee's actions, behaviour or performance? Apply the positive feedback. It reinforces a desired behaviour and encourages the other person to maintain their performance. For example, you could congratulate them on completing a task: "Well done for your excellent work on the project, your ideas really made a difference".
Le feedback of appreciation or recognition focuses on the intrinsic value of the employee and not on their performance. For example, when someone has demonstrated a collaborative spirit, you might say to them: "I appreciated your behaviour during the execution of the project, you were able to get the whole team on board". This type of feedback reinforces the feeling of value and belonging within the team.
Use the corrective feedback when you have identified aspects to be improved or corrected. "I've noticed that the project deadline wasn't met. Could we find some solutions to improve your time management? You will have noticed that this is "corrective feedback" and not "negative feedback"!
Individual and collective benefits
As a management tool, feedback has many virtues:
- Encouraging professional and personal development
- Improving collective performance
- Strengthening the corporate culture
From an individual point of viewFirst and foremost, feedback enables employees to identify their strengths and areas for improvement. By taking a step back, they gain a better understanding of themselves. Receiving positive feedback strengthens motivation and commitment.
From a collective point of viewSecondly, feedback encourages communication and the sharing of information within the team. It creates a collaborative working environment that generates synergy and cohesion. Team members feel free to give and receive constructive feedback. This helps to create a climate of trust and security. Everyone feels respected and valued. What's more, feedback can help resolve conflicts.
What are the benefits for the manager?
Giving feedback will enable the manager to guide his team towards achieving their objectives. In particular, by identifying and communicating each person's strengths and areas for improvement.
Through feedback, you show your interest in the development of each employee.
The characteristics of impactful feedback
Well-constructed feedback encourages buy-in. Employees perceive feedback as an opportunity for improvement, not as criticism. However, there are a few rules to follow:
First rule: at the right time and in the right place!
So give feedback shortly after the event. However, if you are feeling a strong emotional charge (anger in particular), wait until you have regained a rational vision.
For the corrective feedbackmake it happen one-to-one so that the person does not feel humiliated. Avoid personal judgements such as "Your attitude is unacceptable". This could provoke a protective reaction from the other person. Instead, say: "When you spoke, I was disturbed by your reaction".
Second rule: be specific and factual
For example: "During Friday's presentation, you used very clear graphs which helped us to understand the data."
Also worth remembering: "Good work" is less useful than "Good job on managing point B. You've taken the customer's requirements into account". You took the customer's requirements into account.
Third rule: êbe constructive
"During Friday's presentation, I noticed that the content of some of the slides was quite heavy. Next time, can you limit your content to 3 points per slide? I think you'll Gain impact and keep your audience's attention ".
In a nutshell:
What you say should be kind, genuine, measured and not exaggerated. Otherwise, it could be seen as manipulation. It is essential to give feedback objectively. It must be based on facts and precise observations.
Creating a feedback culture
There may be a few reasons why you find it difficult to formalise your feedback:
- Fear of confrontation
- Organisational culture or "culture of silence
- Lack of clarity about the organisation's objectives or about expected performance and behaviours
- Lack of communication skills and difficulty verbalising
- Lack of time or desire
- Fear of demotivating employees
Receiving feedback can sometimes be difficult.
To create a culture of feedback, it's important that you and your team feel at ease.
The right reflexes :
- Set an example: listen carefully and be prepared to make adjustments.
- Explain the process to your team.
- Set up regular events where employees can share their feedback.
And if you still have communication difficulties (as mentioned above), you can consider upgrading your skills in this area. There are various training courses in interpersonal communication can help you develop and maintain positive business relationships.
[Testimonial]
"Our manager chose to approach the problem collaboratively."
Sonia, member of a software development team
I was in a difficult situation as part of a software development team. We had accumulated six weeks late on the initial schedule. This situation was critical because it was the first contract with a new customer. A delay in delivery risked jeopardising this fledgling partnership and the our company's reputation.
Rather than reproaching us for this situation, our manager chose to tackle the problem collaboratively. First, he identified and shared with us the delays in a factual manner. Then he asked us for the reasons for these discrepancies. Among these, I mentioned a lack of clarity in the technical specifications leading to back and forth with the customer. Other team members mentioned a work overload due to limited resources for specific skills.
To meet these challenges, our manager has proposed practical solutions. He clarified the technical specifications with our customer. He set up daily monitoring points. We also redefined everyone's roles and missions to maximise the team's efficiency. Additional resources were allocated to critical tasks. Thanks to these measures, the team has made up much of the ground lost and delivered the project just two weeks late. We established a relationship of trust with a satisfied customer. We also felt more involved and motivatedWe knew that our manager supported us in achieving our objectives.
In conclusion, feedback should be part of your daily routine. By encouraging transparency, openness and benevolence in exchanges, you are creating an environment that is conducive to the fulfilment and commitment of your employees. Dare to say things, but say them well so as to preserve the relationship.
