Only 58% of managers think they give enough feedback and 65% of employees said they wanted more feedback (Source: OfficeVibe)
One of the primary jobs of managers is to provide feedback about employees’ performance, but the above statistics clearly show this isn’t happening. So it’s no surprise that the inability to deliver negative feedback to colleagues is the topic that keeps recurring when we talk to L&D professionals.
Feedback is essential for an organisation to grow and succeed
98% of employees will fail to be engaged when managers give little or no feedback – (Source: OfficeVibe)
The most successful organisations know that the only way they will grow and succeed is to give regular feedback; not just saved up for a yearly 1-2-1, but fully embedded into their L&D strategy so that feedback is received continually throughout the year. Feedback doesn’t have to just be from a line manager, co-workers can provide feedback that is vital and reciprocal. Additionally, feedback to line managers is just as important to improve working relationships. A study conducted by Forbes found that employees are significantly more engaged (74% vs. 34%) when their managers ask for feedback on their performance too. This shouldn’t be a huge surprise, as this helps improve trust within the relationship. So, ensure that you are always available and open to this suggestion and ensure that feedback from all sources is welcomed in your organisational culture.
4.9% lower turnover rate in organisations that implement regular feedback – (Source: OfficeVibe)
A variety of platforms can be introduced to help ensure that feedback is given on a regular basis. These range from employee surveys to colleague of the month style incentives, which may be voted for by peers, linking this to how the particular employee may have met organisational values. The most important element is to create a culture where people become more acclimatised to giving and receiving feedback on a regular basis and find it less threatening.
‘Employees who receive negative feedback from their managers are 20X more likely to be engaged at work than their co-workers who aren’t receiving the same feedback’ – (Source: Hubspot)
Dealing with the elephant in the room
According to a Leadership IQ study, 81% of managers have avoided confronting a subordinate about inappropriate behaviour, even when a customer or the organisation suffered as a result. And a whopping 93% of people have avoided confronting a co-worker about inappropriate behaviour.
Sharing positive feedback will always be easier than delivering negative feedback. But if you want your employees to grow and improve overall performance, you can’t pretend life always smells of roses. Many managers struggle with this element, due to fear of confrontation or the concern that they will not be liked. However, being able to provide constructive feedback and manage performance so people take it on board and implement changes where necessary is one of the most powerful tools a manager can master. The ability to confront others requires courage and the ability to effectively manage conflict. These skills are not easy to develop and are best learned through mentoring, professional coaching and ongoing development practices, which deepen self-awareness and encourage growth. This is where DiSC profiling comes in.
Use DiSC profiling to help deliver negative feedback
Managers are often worried how they would cope if an employee became emotional or angry and defensive when they are given feedback. Would they be able to continue to provide their feedback in a constructive manner or would they give up and abandon the situation completely? By using the DiSC profiling tools and solutions, you will not only be able to learn about how each individual perceives the information, but also how they may potentially respond. You will learn how your DiSC behavioural style would approach giving feedback and how to adapt your behaviour to ensure that the feedback is welcomed by your recipient. Small aspects to your approach could be very significant in effecting the tone and outcome of the feedback conversation.
92% of respondents agreed that negative feedback if delivered appropriately, is effective at improving performance – Harvard Business Review
How to effectively deliver negative feedback to individual DiSC styles
‘D’ style Their biggest fear is losing control. Ensure you are brief and get to the point. Reassure them that you have confidence in them to achieve results. Don’t be surprised if their response is direct, they will take it on-board.
‘S’ style They don’t like sudden change, so be specific about your comments and reassure them you will help them with the process to adapt. Explain that changing now will help long-term. Be sincere in your approach. They will be disappointed they have let the team down, so they may decide to discuss with others to fully comprehend the situation in order to resolve.
‘i’ style Their biggest fear is that they have lost your approval. They may be shocked, so allow them plenty of time to respond to your comments. Ask them how they are feeling, as they may wish to offload emotionally before they can digest the feedback. They may also want to suggest their own improvements, so listen to their thoughts and thank them for their participation.
‘C’ style Their biggest fear is criticism so be factual and give them detail. Respect their expertise in the area, but set out a clear detailed plan of action and clarify expectations of standards to be delivered in writing, so they have reference. They may be quiet and reserved, so ask them if they fully understand and if they are OK.
Top tips to deliver negative feedback – for any DiSC style:
- Never deliver negative feedback in front of other people
- Prepare what you are going to say and rehearse different scenarios
- Ensure your emotions are under control before and throughout the process
- Ensure feedback is given as close to when the situation arose as possible, don’t delay or bury it completely
- Focus on the specific issue, do not make it personal
- Provide an example/s so you can support your claims
- Ensure the other person has chance to respond and ensure that you listen
- End the discussion clarifying that the feedback has been understood and future strategies have been developed to improve
- Move on, don’t linger on this issue and offer positive reinforcement
- Diarise a follow-up conversation.
Giving constructive and inspirational feedback is a challenge, especially as the result can make the difference between an employee who contributes wholeheartedly and continually improves, to one who feels rejected, doesn’t bounce back and only delivers with minimum effort.
“It isn’t until people know what makes them talented and unique that they know how to perform better in their job.” – Don Clifton
People generally do want to improve themselves and ironically they would prefer to get feedback, even if it is critical, over no feedback at all. So make sure you build in regular feedback for your team and for yourself and as much as you may dread giving negative feedback, it can have a positive effect on workplace performance, so tackle it head on!
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