Posts Tagged ‘giving feedback’
Giving feedback upwards is hard. Giving feedback downward is hard. Giving feedback to peers can be the hardest of all. We work closely with our peers. They’re often our friends. And still, we need to be able to speak freely when our coworkers violate our expectations.
The key to being able to give peers feedback (to give anyone feedback) is to agree that doing so is not only acceptable but expected. Before agreeing to give and receive feedback, peers need to set clear expectations of how they’ll work together and treat each other.
Telling people how you want them to behave is always easier than correcting a behavior. But it often just doesn’t occur to us to tell our peers what we want and need from them. We’re busy. They’re busy. And don’t they already know what courteous workplace behavior looks like? Return all emails within a day or two, keep your workspace quiet so others can focus, turn off your personal cell phone alerts at work, take personal calls away from your desk, and don’t wear anything scented at work. Aren’t all of these behaviors fairly obvious? Do I really need to people these are my expectations? Uh….yes, you do.
If you don’t want employees dumping these challenges at their managers’ doors, help employees talk to each other.
Here are seven steps to help people who work closely together set expectations and hold each other accountable:
- Schedule a meeting during which people working together can discuss the working environment they need to be satisfied and productive. Then facilitate a discussion during which the group creates 5 – 7 behavior guidelines each person agrees to follow.
- Post the list of agreed-upon behaviors on a poster that is large enough to be read from any place in the work environment, or virtually. Leave the guidelines posted indefinitely.
- Give each person in the group permission to talk to individuals who violate the guidelines. This is very, very important. For the most part, employees won’t tell a peer s/he is missing deadlines, gossiping, talking too loudly, has too many visitors at her desk, listens to music or videos without headphones, or is distracted with personal calls/texts. People will suffer in silence and avoid the offender rather than speak up about the behaviors that frustrate them.
Ask the group to grant each other permission to speak up when guidelines are violated. Giving each other permission to speak up will make future conversations possible – difficult but possible. Without permission and these agreed-upon behaviors in place, people will suffer in silence or talk about each other, not to each other.
- Ask everyone in the work group to take feedback graciously, responding with “thank you for telling me,” rather than with defensiveness.
- Two weeks after making the list of guidelines, get the group together to review the list and make any necessary changes to it. Discuss behaviors that were omitted, aren’t realistic, and are realistic but aren’t being followed.
- Then follow up by facilitating a monthly conversation during which group members give honest feedback about which guidelines are being followed and which are not, and problem solve as a group. These conversations aren’t a chance to embarrass or call people out in front of a large group. If one person is violating a guideline, that conversation should happen individually. Group conversations keep the lines of communication open – which is essential to making working with others work.
- You will need a strong facilitator for the group discussions. The facilitator must tease out people’s thoughts, while making sure no one gets blasted in front of the group. Don’t let concerns, that you know exist, be brushed under the rug. Group members must openly and regularly discuss what is and isn’t working about their work environment, or frustrations will build, and unhappiness and dissension will ensue.
It’s not too late to put these practices in place, even with a group that has been working together for a long time. Just schedule the conversation and explain why you’re having it. People will be relieved and grateful.
The Feedback Formula:
1. Introduce the conversation so feedback recipients know what to expect.
2. Share your motive for speaking so both the feedback provider and the recipient feel as comfortable as possible.
3. Describe the observed behavior so the recipient can picture a specific, recent example of what you’re referring to. The more specific you are, the less defensive he will be, and the more likely he’ll be to hear you and take corrective action.
4. Sharing the impact or result describes the consequences of the behavior. It’s what happened as a result of the person’s actions.
5. Having some dialogue gives both people a chance to speak and ensures that the conversation is not one-sided. Many feedback conversations are not conversations at all; they’re monologues. One person talks and the other person pretends to listen, while thinking what an idiot you are. Good feedback conversations are dialogues during which the recipient can ask questions, share his point of view, and explore next steps.
6. Make a suggestion or request so the recipient has another way to approach the situation or task in the future. Most feedback conversations tell the person what he did wrong and the impact of the behavior; only rarely do they offer an alternative. Give people the benefit of the doubt. If people knew a better way to do something, they would do it another way.
7. Building an agreement on next steps ensures there is a plan for what the person will do going forward. Too many feedback conversations do not result in behavior change. Agreeing on next steps creates accountability.
8. Say “Thank you” to create closure and to express appreciation for the recipient’s willingness to have a difficult conversation.
If you’re giving more than one piece of feedback during a conversation, address each issue individually. For example, if you need to tell someone that she needs to arrive on time and also check her work for errors, first go through the eight steps in the formula to address lateness. When you’ve discussed an agreement of next steps about being on time, go back to step one and address the errors. But talk about one issue at a time so the person clearly understands what she’s supposed to do.
Here’s how a conversation could sound, using the eight-step Feedback Formula:
Step One: Introduce the conversation.
“John, I need to talk with you.”
Step Two: Share your motive for speaking.
“This is a little awkward, and it may be uncomfortable. I want you to know that while I wish I didn’t have to tell you this, I’m doing it because I care about you and I want you to be successful.”
Just because you’re direct doesn’t mean you’re not empathetic. But remember, these are my words. You’ll need to find your own words that you feel comfortable using to deliver such a difficult message.
Step Three: Describe the observed behavior.
“John, I’ve noticed that you have an odor.”
Step Four: Share the impact or result of the behavior.
“I know this is a very awkward subject (more empathy). We work in a small space. I don’t want others to avoid working with you or say negative things about you. And as awkward as this is, I would rather you hear this from me than from someone else. Sometimes health conditions can cause certain odors, as can eating certain foods.”
Step Five: Have some dialogue. Ask the recipient for his perception of the situation.
“What are your thoughts?”
Give John time to say whatever he wishes to say.
Step Six: Make a suggestion or request for what to do next time.
“Again, I’m really sorry to have to tell you this. Please make sure you shower every day before coming to work and wash your clothes regularly. And please tell me if there’s something else you’d like me to know.”
Because of the awkwardness of this subject, skip step seven, and go to step eight.
“Thank you for being willing to have this conversation with me.”
You Can Say More Than You Think You Can
You might be gasping, thinking there is no way you could ever tell someone he smells. It’s definitely an awkward conversation, one I hope you never have to have. I used one of the most difficult things you will ever have to say to demonstrate that even the most awkward feedback can be delivered empathetically and quickly.
The short and concise body-odor conversation is a lot less uncomfortable for the recipient than the drawn-out, evasive first version. Just think, would you rather listen to someone tell you that you smell for two minutes or for twenty?
You may also think, “I shouldn’t have to tell someone to take a shower and wash their clothes.” That’s true, you shouldn’t. But if you’re working with someone who doesn’t do these things, clearly someone needs to tell him. Remember, other people are not you and don’t do things the way you do, even when those things appear to be no-brainer basics.
Lastly, you may think that telling someone to shower and wash his clothes is insulting and demeaning. It’s true: No matter how you spin it, there’s nothing nice about this message. But which is worse, having your coworkers ask for different desks and be unwilling to work with you, or having someone who has your best interests at heart tell you privately to clean it up—quite literally? When you tell people the truth, you do them a favor.
Here’s another example: A few years ago I had a coworker who was a lingerer. Lisa would hover outside my office until she saw an opportunity to interrupt. She then walked in uninvited and started talking. I was still mid-thought about whatever I’d been working on and wasn’t ready to listen. After a few sentences, I would interrupt Lisa, saying, “I’m sorry. I don’t know what you’re talking about. Will you please start over?”
Embarrassing as it sounds, this went on for more than a year. I wanted to be seen as accessible and open, yet this “lingering” method of interrupting was driving me crazy. And it was a waste of both of our time. After many months of frustration, I decided to use the eight-step Formula.
Step One: Introduce the conversation.
“Lisa, I want to talk about something I’ve noticed.”
Step Two: Share your motive for speaking.
“I probably should have said something a long time ago. I’m sorry I didn’t.”
Step Three: Describe the observed behavior.
“I’ve noticed that when you want to talk to me you stand at my door, waiting for a good time to interrupt. When you come into my office, you’re often in the middle of a thought or problem that you’ve probably been thinking about for a while.”
Steps Four and Six: Share the impact or result of the behavior and make a suggestion or request for what to do next time.
“Because I’m in the middle of something completely different, it takes me a few seconds to catch up. By the time I have, I’ve missed key points about your question and I have to ask you to start over. This isn’t a good use of either of our time.
“Here is my request: When I’m in my office working and you need something, knock and ask if it’s a good time. If it is, I’ll say yes. Give me a few seconds to finish whatever I’m working on, so I’m focused on you when we start talking. I’ll tell you when I’m ready. Then start at the beginning, giving me a little background, so I have some context. And if it isn’t a good time for me, I’ll tell you that and come find you as soon as I can.”
Step Five: Have some dialogue. Allow the recipient to say whatever she needs to say.
“What do you think?”
Step Seven: Agree on next steps.
“Okay, so next time you want to talk with me, you’re going to tap on the door and ask if it’s a good time to talk. If it’s not, I’ll tell you that and come find you as soon as I can. If it is a good time, you’re going to give me a second to finish whatever I’m working on and give me some background about the issue at hand. Does that work for you?”
We have just managed “the lingerer”—a challenge you probably have, unless you work from home or in a closet.
You may have noticed that I changed the order of the Feedback Formula during this conversation. It’s not the order of the conversation that’s important. It’s that you provide specific feedback, offer alternative actions, and have some dialogue before the conversation ends.
Summary: Good Feedback Is Specific, Succinct, and Direct.
Provided you have a trusting relationship with someone and have secured permission to give feedback, there is very little you can’t say in two minutes or less. The shorter and more direct the message, the easier it is to hear and act upon. Follow the eight-step Feedback Formula. Be empathetic and direct. Cite specific examples. Give the other person a chance to talk. Come to agreement about next steps. Remember, you do people a favor by being honest with them. People may not like what you have to say, but they will invariably thank you for being candid.
This week’s blog is an excerpt from my book How to Say Anything to Anyone: A Guide for Building Business Relationships That Really Work. I hope it helps you have the conversations you need to have! Be candid. You can do it!
Wearing too much perfume or cologne will make people scatter, or wish they could. Unfortunately, rather than tell you that you’re wearing too much, people will just avoid sitting near you. Scent is such a personal thing, like clothing, that people are hesitant to comment on it.
I suggest not wearing anything scented at work, on airplanes, or when you’ll be in close proximity with other people you don’t know well. But if I can’t persuade you to skip the scent, here are a few guidelines when putting on cologne and perfume:
• Spray the air ten inches in front of you, and walk through the mist, rather than spraying your skin.
• If you can smell the scent on yourself or people who are more than a few inches from you can smell it, you’re wearing too much.
• You should never be able to smell a person’s cologne after they’ve left a room.
No, I’m not an expert on how to wear perfume. I googled it.
The next step is to ask a few people you trust to tell you when you wear too much perfume or cologne. Give people permission to give you this feedback, and promise you won’t bite their head off when they do. This could sound something like, “I want to be sure I’m not wearing too much perfume. Would you be willing to tell me when I do? I promise I won’t freak out or jump down your throat. I really want to know.”
Let’s say you work with someone who wears too much perfume. She hasn’t asked if she’s wearing too much, and you want to say something. You could say something like, “This is a bit awkward, but the perfume you wear is a bit overwhelming. Would you be willing to wear less or none at all when you’re in the office?” This is an awkward conversation that most people don’t want to have. Consider that you’re doing the person a favor. Would you rather know the amount of scent you wear keeps other people away, or would you rather alienate the people around you?
If the relationship is a personal one, you could say, “You wear the most lovely perfume. And I’ve noticed that the smell is quite strong. Would you be willing to wear less of it?” Again, this is an awkward conversation. But you won’t die from having it and the other person won’t either. When she gets over being embarrassed and defensive, your relationship will be fine. And if it’s not, you didn’t have much of a relationship to begin with.
Use our Candor Questions for Relationship Building at Work to find out what people say about you when you’re not there.
Most of us grapple with whether or not we should give feedback when someone else does or says something frustrating.
Here are a few criteria to help you decide whether or not you should give feedback or say nothing:
- Do you have a relationship with the person? Do you know each other well enough to share your opinion? Aka, have you earned the right?
- Has the other person requested your opinion? Unsolicited feedback often goes on deaf ears.
- If the other person has not requested your opinion, does he appear open to hearing feedback?
- Are you trying to make a difference for the other person or just make him look or feel badly?
- Do you want to strengthen the relationship?
Before you give feedback, do something I call, ‘check your motives at the door.’ If your motives are pure – you want to strengthen the person or the relationship, and you have a good enough relationship that you’ve earned the right to speak up — then do it.
People are more open to feedback when they trust our motives. If we have a good relationship with the person and he knows we’re speaking up to make a difference for him or for the relationship, you’ll be able to say way more than if your motives are questionable – aka you want to be right.
Many people worry about giving feedback because they fear they don’t have the ‘right’ words. They’re concerned they’ll say ‘it’ wrong and damage their relationships.
Feedback is hard enough to give without worrying about saying everything perfectly. Worry less about having all the right words and more about whether or not people trust your motives.
When people trust your motives – why you’re giving feedback – you can say almost anything. When they don’t trust your motives you can say almost nothing.
Getting negative feedback is hard. It’s easier to listen to feedback when we trust the person who’s giving us the feedback – we know their intentions are to help versus to judge or hurt us.
Speak from the heart, be authentic, and worry less. Be yourself. If you’re nervous to say what you want to say, tell the other person you’re nervous. If you’re struggling to find the right words, say so. If you’re worried you’ll damage the relationship or that it isn’t your role to give the feedback, say that. Authenticity goes a long way.
How’s how to give feedback you’re apprehensive about:
How to give feedback phrase one: Consider saying, “There’s something I need to talk with you about but I’m concerned that I won’t use the right words and will damage our relationship.”
How to give feedback phrase two: “There’s something I want to talk with you about, but I’m concerned how it will come across. Is it ok if I say what I need to say?”
How to give feedback phrase three: “I want to give you my thoughts on something but I’m concerned that it’s not my place to do so. Is it ok if I share my ideas about _________?”
Other people aren’t expecting you to be perfect. But they do want to know they’re working with a human being. And human beings are fallible. We have fears. We make mistakes. And sometimes we don’t say things perfectly.
You don’t have to be perfect, you just have to be real.
Most people wait way too long to give feedback. We wait for the right time, aka when we’re comfortable. That day will not come.
Instead of waiting to give feedback until you’re about to explode in frustration, or until a formal review, give feedback every time you meet with someone.
Managers, make it a practice to meet with each of your employees at least once a month. Twice a month or weekly would be better. But if you’re not doing one-on-one meetings now, start meeting monthly. If you’re meeting monthly, start meeting twice a month. Employees need face time with their boss. Team meetings and casual conversations do not replace individual meetings.
Direct Report One-on-One Meeting Agenda:
The direct report comes to the meeting ready to discuss:
1. What she’s working on that is going well.
2. What she’s working on that is not going well.
3. What she needs help with.
4. Then the manager gives feedback on what went well since the last meeting and what could be improved.
5. And the employee gives the manager feedback on what has gone well since the last meeting and what could be improved.
Feedback goes both directions. Managers, if you want your employees to be open to your feedback, ask for feedback from your employees on what they need from you. Give feedback on both the work and your working relationship. A poor working relationship often motivates employees to leave a job, but it’s the last thing that gets discussed.
Feedback discussions should be short. You can say anything in two minutes or fewer. No one wants to be told she isn’t cutting it for 20 minutes. Say what you need to say and end the conversation or move on to another topic.
If you’re not giving your employees regular feedback, you can use this language to start:
“I’m realizing that I’m not giving you enough feedback. I want to be helpful to you. If I don’t provide regular, timely feedback, I’m not being as helpful as I could be. I’d like to start a regular practice of meeting monthly, getting an update from you on how things are going, and giving each other feedback on what went well and what could be improved since our last meeting.”
If you work for someone who is not forthcoming with feedback, ask for feedback. You’re 100% accountable for your career. Don’t wait for your manager, customers or peers to give you feedback. Ask for feedback on a regular basis.
Here’s how you can ask for feedback from your manager:
“Your feedback helps ensure I’m focused on the right work. Can we put a monthly meeting on the calendar, and I’ll tell you what I’m working on, where I do and don’t need help, and we can discuss how things are going?”
If meetings get cancelled, reschedule them. If your manager says these meetings aren’t necessary or she doesn’t have time, tell her, “Your regular input is helpful to me. What’s the best way to ensure we catch each other for a few minutes each month?” Meaning, push the issue.
If your manager still doesn’t make time for the meetings or doesn’t provide clear and specific feedback, even when you ask for examples, ask your internal and external customers and coworkers for feedback. The people you work closely with see you work and will likely give feedback, if asked.
No news is not necessarily good news. Waiting six months or a year to receive performance feedback is like going on a road trip from St. Louis to Los Angeles but not consulting a map until you arrive in New York, frustrated and far from your desired destination.
Managers: Meet with employees monthly, semi-monthly or weekly, and give feedback every time you meet.
Employees: Ask your managers, customers, and coworkers for regular feedback, and take control of your career.
Last week I was talking with a friend who works for a large investment bank. He said, “I don’t believe in the premise of your book. There is no place for negative feedback in the workplace. It’s just not possible.” And I’m seeing firsthand how hard it is for people to receive negative feedback. All kinds of people – sensitive people and less sensitive people, Type A and laid back types. No one wants to hear she made a mistake, could have done something better, or any other type of negative feedback. It’s just too hard.
This is a massive conflict for me. At Candid Culture, we teach people how to give and receive feedback and yet, here I am wondering if it’s even possible.
We need to be able to tell people what they can do better. And the truth, is, while people may not want to hear negative feedback, most people do want to know what they can do to improve their performance and get ahead, hence the quandary. Give negative feedback and evoke others’ defensiveness or say nothing and put up with whatever isn’t working? I, of course, would prefer that you give the feedback, believing that it empowers people to make better personal and professional choices. The question is how?
Here are six steps to make giving negative feedback possible:
- Set the expectation at the onset of working relationships that you will give and receive balanced (positive and negative) feedback regularly. If you’ve worked with people for years and have not set this expectation, it’s not too late. Simply say, “I realized we don’t give each other a lot of feedback. In the spirit of continuous improvement, I’d like to implement a weekly debrief during which we talk about what’s working and not working. We’ll give each other feedback during the meetings.”
- Assess candidate’s openness to feedback when you interview, and don’t hire people who don’t accept negative feedback. We do practical interviews at Candid Culture. We give candidates a chance to do some of the work they’ll be doing on the job and tell candidates what they can do to improve, during the interview. Then we see how they accept our feedback. We also ask interview questions that help elucidate whether or not candidates are open to feedback and we ask candidates’ references how well the person accepts negative feedback.
- Observe performance regularly and provide balanced feedback from the start. Don’t wait until a problem occurs or until you have time to give feedback. Begin the practice of meeting weekly to review and discuss work, setting the precedent that this is the way you do business.
- Provide positive feedback regularly so people know the good stuff and aren’t solely focused on the negative feedback they receive.
- Ask for and be open to feedback. When you demonstrate being open to feedback, you earn the right to give feedback.
- Lastly, don’t underestimate how hard it is to hear negative feedback. When some people receive negative feedback, they begin to question themselves, their skills, and their value. So tread lightly. Pick your battles. Address only what you really need to and say things gingerly, remembering that you’re talking to a sensitive person, no matter how tough he may seem.
Many of us are hesitant to give peer feedback. We worry that giving peer feedback will damage our relationships. We wonder if we have the right and if it’s our place to give peer feedback. And we are concerned about what the consequences of giving peer feedback will be.
Giving peer feedback isn’t so different from giving feedback to a friend or even a direct report. While you have an implicit ‘right’ to give a direct report feedback, doing so without building trust will ensure your feedback falls flat.
People respond to feedback in predictable ways. Most people get upset and defend themselves. This is normal and natural. Negative feedback conflicts with our desire to be thought well of, which all people (despite what they might say) want. People are more open and less defensive when they trust the source of the feedback and trust the sources’ motives. Follow these practices when giving peer feedback and your feedback will hopefully be well received.
Four practices for giving peer feedback:
- Think about why you want to give feedback. Really think about this. Is your desire to help the person change a behavior, or are you just being judgmental? If your intention isn’t to help someone replicate or change a behavior, say nothing. It’s not feedback you’re planning to give, it’s only your opinion you want to disseminate. One of my friends recently told me she felt my son’s name was waspy. Her comment wasn’t feedback as there was nothing I could do with the information. She simply gave me her judgmental opinion, which annoyed me.
Also consider why you want to give feedback. Do you simply want something done your way, or do you feel strongly that what the person is doing is having a negative impact on him/her or the organization? I worked with a business leader who red lined every document his staff created. He didn’t only change language that was wrong, he edited documents so they were written more akin to his writing style. This made his staff feel that they couldn’t do anything right and it wouldn’t matter what they produced, he’d revise even the most ‘perfect’ work. So they stopped trying. Evaluate your true motive. Just because something wasn’t done your way, doesn’t mean it wasn’t done well.
- Provided your motives are pure – you’re trying to make a difference for someone and his/her behavior is causing real challenges, it’s ok to speak up. Be sure you have the relationship to give peer feedback. Does the person know you have his/her back? If you speak up, will s/he trust it’s because you care about her or the organization, versus you just want to express your opinion and be right.
- Provided you are giving feedback to alter a behavior and you have the relationship to give feedback, it’s important that you ask for permission. A peer relationship is a lateral one. You each have the same ‘power’ (at least by title) in the organization, thus you don’t intrinsically have the ‘right’ to give feedback. You earn the right to give feedback by asking for permission and being willing to hear, “No, thank you.”
Asking for permission to give feedback might sound something like, “I’ve noticed a few things that I think are making ________ project harder than it has to be. Would you be willing to talk with me about it?”
Or, “Our weekly team meetings are tough. It’s a challenging group. I have a couple of ideas that might make the meetings easier to run. Would you be interested in talking about them?”
Or, “I have something I want to share with you. I feel awkward bringing this up because we’re peers and I’m not sure it’s my place to do so. But I care about you and want you to be successful. Would it be ok if I shared? Feel free, of course, to say no.”
- Lastly, don’t worry about giving peer feedback perfectly. You might follow our feedback formula to a tee. You might not. There is no one right way to give feedback. Speak from the heart. If you’re nervous to have a conversation, say so. If you’re not sure it’s your place to give a piece of feedback, say so. If you’re worried you won’t deliver the feedback well, say that. Saying how you really feel, being human and vulnerable builds trust, relationships, and credibility. People want to work with other real people, and real people have concerns. It’s ok to share them.
Giving peer feedback doesn’t have to be hard. Evaluate your motives. Ensure that what you plan to share is really feedback versus merely your opinion. Build trust, ask for permission, and speak from the heart. If you make a mess, you can always clean it up. Simply repeat the steps by saying something like, “I’m sorry if I hurt your feelings. I hope it’s ok I said something. I really want this project to go well for both you and the team. How could I have done that better for next time?”
If you want to freak out the people you work with, tell them, “We need to talk.” If you really want to freak them out, say those four magic words on a Friday, or even better, the day before someone goes on vacation. “We need to talk” is rarely followed by, “and you’re awesome.” People know bad news is likely coming, and they’ll inevitably be on edge.
The antidote to asking for time to talk is to create opportunities to give feedback regularly.
There are many reasons giving feedback is hard. One of them is we wait too long. Something happens. We know we should address it, but we don’t want to. So we wait to see if the behavior is really ‘a thing.’ Then it happens again. And now we know it’s ‘a thing.’ But we still don’t want to address it. Then the situation gets really bad, and now we have to say something. The conversation then takes 90 minutes, is painful, and everyone goes home unhappy.
Here are two key to make giving feedback easier:
Giving feedback strategy one: Debrief everything. Do a quick plus/delta on a regular basis to assess how things are going. Plus – what went well? Delta – what would we change if we could/what did we learn?
I recommend doing a quick debrief at the end of important meetings, hiring processes, projects, and when anything changes. Conduct a short debrief when you have staffing changes, gain or lose a client, launch or eliminate a product or service, etc. Change is an opportunity to evaluate how you work and to make appropriate adjustments.
When you debrief important events, you tell people that feedback is important and that it’s ok to be candid. Conducting regular debriefs also gives employees a chance to practice giving feedback, which is a hard skill. And like anything, the more we give feedback, the easier it becomes.
Conducting short, regular debriefs is one of the easiest ways to learn from the past and become a more candid culture.
Giving feedback strategy two: Schedule five to fifteen minutes each week to talk as a team or with direct reports. When you know you have time each week to talk with your manager, direct reports, and/or team members, you never have to ask for time to talk. Issues don’t build up or linger. Breakdowns and frustrations are discussed within of few days of their occurrence, and no one is on edge that bad news is coming at their end of their vacation.
The key to being effective at giving feedback is to give feedback regularly. Short, frequent feedback conversations are much more effective than infrequent, long conversations that everyone dreads and leaves feeling exhausted and demoralized.
Debrief everything meaningful. Meet with people weekly. Ask for and give feedback as things happen, and watch your culture change.
I’m often asked, “Can I give my boss or the people above me feedback? Is that really realistic?” Giving people ‘above’ you feedback has everything to do with the quality of your relationship and less to do with the person’s title. If your relationship is good and your boss is open to feedback, then yes, you can practice the feedback formula with him/her. If your relationship isn’t that solid or your boss isn’t open to your feedback, practice managing up by asking for what you want instead of giving direct feedback.
No one likes to be criticized or told that s/he is wrong. When giving someone direct feedback, no matter how kind the delivery, you are telling someone, “You’re doing ______ wrong. Please do _____ instead.” Being that direct is challenging when you don’t have the best relationship or when people are highly defensive. You can achieve the same desired results by simply asking for what you want.
Asking for what you want is less judgmental than giving direct feedback and is a subtle way of telling someone s/he is not giving you what you need. And people who are paying attention will get that. They don’t need it spelled out.
Here are a few ways to practice managing up with your boss and other leaders in your organization:
Giving Direct Feedback: “You don’t make time for me. I’m getting behind on projects because you don’t take the time to review my work.”
Managing Up by Asking: “How can we ensure you get to review my work each week, so I can finish the projects I’m working on?”
Giving Direct Feedback: “Every time we have a meeting scheduled, you cancel it.”
Managing Up by Asking: “If meetings get cancelled, is it ok if I reschedule them?
Giving Direct Feedback: “You’re a micromanager. I feel like I can’t make a move without your permission.”
Managing Up by Asking: “I’d like to manage ________ project. What do you need to feel comfortable with me doing that?”
Telling someone at any level s/he is doing something wrong, which will likely evoke defensiveness. And being direct requires both courage and a good relationship. If you don’t have the relationship to be so direct, simply ask for what you want.