How to give superhero-grade feedback: A 9-Step Blueprint for Leaders in Giving Effective Feedback

'Tis the season of feedback. Whatever your organization calls them - PPOs, PPRs, 360s, 180s or Super 1000s (I made that last one up), feedback sessions can be stressful for leaders and team members alike. As a leader, how do you deliver feedback that is not merely accurate, but transformative? I am talking about the kind of feedback that leads to an improvement in performance and morale. The kind that leaves the other person inspired instead of expired. How do you give superhero-grade feedback? That is what this article is about. I provide a 9-step process for doing this. Let us begin.

But First...

Contrary to common belief and practice, feedback should not be delivered only when a person has done something wrong. Neither should it be delivered only during annual or quarterly performance reviews. Feedback can and should be delivered extemporaneously and also when something has been done well also and it our role as leaders to be equally adept at spotting both. See my post 5 Feedback Myths Busted. That said, this article is designed for when you do want to effect change and improvement in performance.Now, on to the blueprint for giving superhero-grade feedback. If you apply these, the next time you have to give feedback, you will not only be more confident knowing that you have a secret tool you are using (this blueprint), but you will feel fulfilled knowing that you are building up the members of your team and making a positive impact as a leader. Speaking of leading...

1. Lead with a positive

Research in organizational psychology has shown that performance reviews, feedback meetings or even just a call from a manager or superior can often trigger anxiety and fear in staff members. As a result, the person sitting or standing across from you in a feedback session is likely already a bit on edge. One of the worst things you can do as a leader is to jump right into all the things that are wrong with the individual’s performance. This will cause even more anxiety leading to a destructive cascade of cognitive dysfunction, crippling nervousness, defensiveness and demotivation. And all this before you are even 5 minutes in.

Leading with positives presents you as an ally and someone who notices and appreciates her efforts; this also makes the person more open to the other things you might have to say.

The best thing to do is to lead with something the person has done well. After exchanging pleasantries, start with something like “First of all, I would like to commend you on the excellent way in which you have been handling the data collection for the Mackenzie project.”Do you see how this will instantly make the person feel at ease? It presents you as an ally and someone who notices and appreciates her efforts; this also makes the person more open to the other things you might have to say.

2. Relate the positive to the team/organization

It is great to lead with a positive, however, simply saying what someone has done well is not as powerful as relating that positive performance to the success of the team. By expressing how the person’s positive and desirable actions have contributed to the success of the team or organization, you announce and acknowledge the person’s value.People need to feel needed and valued and often they disconnect emotionally from groups where they perceive their contributions do not matter or are not noticed. Very often, as a leader, it is your acknowledgement that makes the biggest impact.

People need to feel needed and valued and often they disconnect emotionally from groups where they perceive their contributions do not matter or are not noticed.

So to add to the previous statement, you might say “First of all, I would like to commend you on the excellent way in which you have been handling the data collection for the Mackenzie project. Your speed has helped the rest of the team complete their tasks much faster and we are making great progress in delivering on time”Try this and watch the person relax and take on a new life and energy. They become appreciative and completely open. They are ready to have a real conversation now and are on board with moving forward with the session.

3. Repeat steps 1 and 2 – Add examples

Find one or two more things following the template of steps 1 and 2. Deliver these with a genuine air of praise and approval as opposed to sounding it off like a script. You might even combine 2 or 3 positive attributes and then relate them to the person as one thought. For example, you might say to a new junior employee something like this:“First of all, I would like to say I am very impressed with how quickly you have settled in and made friends within the group (Positive 1). It’s not often that one sees that in a new team member. Also, the way you show up for meetings on time and help set things up (positive 2) really shows your commitment (positive attribute) and I know it sets a great example of enthusiasm for other team members to get involved (how it helps the team).”

...add specific examples of things the person did that you noticed.

You also want to add specific examples of things the person did that you noticed. Instead of just saying “I am impressed by your commitment”, you provide instances or observations where the commitment was displayed or expressed. This is what moves it beyond a canned spiel to a genuine commendation. The listener perceives it as real and personalized. This is especially important for more experienced team members who might have dealt with patronizing managers in the past

4. Communicate Expectations with Examples of Lapses

Now we get into the areas where the person could do better. It is helpful to lead into this by communicating expectations upfront. Even better is if you can relate the positive outcomes of the person’s positive traits to their areas of deficiency. Sound confusing? Let me give you an example. Let us take our new junior employee. He has been very good at building rapport and getting involved with team activities but is still struggling with keeping up with the workload and has perhaps made a few mistakes in his work.

Place the behaviour in the context of the team and place the emphasis on his work and not his person. Objectivity is key.

After steps 1-3 where you expressed how a desirable trait (commitment) helps the team, you may go on to say that part of his role in the team is to deliver his work on time and accurately. The team counts on his work and so do you. Not only does this make for a smooth segue, it places the behaviour in the context of the team and places the emphasis on his work and not his person. Objectivity is key.Giving concrete examples that best represent the areas of improvement you (the leader) want to focus on is important. These are being presented to clarify why the issue is being brought up. It is not enough to just say “You are behind in your work”. Compare that to “The charts for the Mackenzie report were supposed to have been ready by Friday but they were not received until Tuesday. And there a few errors in them that led to further delays”.

5. Communicate Support

This is vital and will make the difference between your listener becoming motivated or demotivated. Communicating support for his success in the organization will make it easier for the person to accept your recommendations. It will remove any defensiveness and can actually enhance commitment by reinforcing his place in the group and the group's (represented by you) commitment to helping him succeed.

Avoid assuming the worst of your team. Always assume the best. Any member who is a bad fit will self-identify over time.

Tell him that you are willing to provide any support he needs to overcome any difficulties. Never assume the worst of your team. Always assume the best. Any member who is a bad fit will self-identify over time. But you can easily de-motivate a good team member by treating them like they are poor performers.This show of support should flow smoothly into the next step

6. Ask for a response

Before going any further, give the person a chance to respond. Ask first, if there is anything that he requires or is lacking in terms of support for performing their duties efficiently. Make it clear that it is ok to talk about any issues and that privacy will be protected.By doing this, you give the person an opportunity to voice problems (if any) and you might be surprised what you will hear. Be open and attentive. Listen. Hey! You might even learn something. And be willing to take action where necessary to provide assistance or support.

Be open and attentive. Listen. Hey! You might even learn something.

Sometimes, at this point, the person will simply admit to their lapses and make a commitment to do better. In either case, you can move on to Step 7.

7. Acknowledge Response and Provide practical suggestions for Improvement

Saying something to indicate that you have heard his/her voice is vital. You may provide a recap of your understanding of what was said to further emphasize this.

...make practical suggestions for improvement. It is not enough to say "Well, go get ‘em, tiger!”

Once it is established that you understand each other (and NOT before) then you can make practical suggestions for improvement. It is not enough to say "Well, go get ‘em, tiger!” As a leader, especially in a technical profession, teaching some how-tos is important. You probably do not have time to train or retrain people but at least make suggestions on action steps to improve in areas of weakness. If applicable share a personal story of how YOU overcame a similar challenge. Prepare these in advance at least for the issues you knew about going into the meeting so that the listener has actionable steps to take and feels empowered instead of deflated.

8. Ask if there are any questions

This step is often overlooked. Time is money and we run on such tight schedules. However, ending the meeting on a positive note is essential. You can do this by asking if there are any questions concerning what has been discussed. Be patient and do your best to answer the questions (if any) clearly and honestly. Do not be afraid to admit when you do not know the answer or to refer him/her to a person who can help. Sometimes, this is the first unconscious test of whether or not you are truly committed to providing support. Don't fail the test.

9. Remember to close the feedback session positively

The last few thoughts are important. Recap briefly in a conversational tone. Encourage the person to keep doing what they are doing well, repeat your suggestions of the action steps to remedy areas of weakness and reiterate your personal commitment to supporting them in succeeding within the group or organization. Let the person know they can always contact you if they think of anything else at a later time related to the discussion.

Use the blueprint

Feel free to apply this as a guide template and see how much it transforms the ease with which you deliver feedback, your confidence in doing so and the positive changes it produces in your team. Go make a difference - Up! up! and away!Until the next post, be your best and do your best.