When Giving Feedback, Less Is More
People often hoard feedback until a situation becomes so frustrating that they can’t help but speak up. And because they waited too long to say what they think, many more words come tumbling out than is either necessary or helpful.
When it comes to giving feedback, less is more. Be specific, give an example or two, and stop talking.
If you want people to be receptive to your feedback, make it easier to hear by saying less. By saying less, I don’t mean don’t tell the truth or provide enough information that the person knows precisely what to do differently. I do mean, don’t provide more information than is necessary.
You are likely familiar with the phrase “let someone save face.” Allowing someone to save face requires saying just enough that the person knows what to do differently, but not so much that the person feels attacked.
Here are two examples of giving feedback do’s and don’ts:
Too much feedback: Last week you turned in a report that had five typos and had important pieces of information missing. I’m surprised you’d be so careless. It made our entire department look bad. I’m perplexed that you’d submit work without checking it first. What is leading you not to check your work and submit incomplete reports?
Don’t repeat feedback. Say it once and move on. And remove unnecessary judgments (careless) and share just the facts.
Just the right amount of feedback: The report you gave me last week had a few typos and was missing some important information. The report went to the client with those errors which didn’t reflect well on our department. What happened?
Too much feedback: I noticed you didn’t speak up during last week’s department meeting. People won’t know the value you provide if you don’t share what you’re working on. You need to be more vocal. People’s only exposure to you is often during our team meetings. If you don’t speak up, you won’t establish yourself as a leader in your department. People really need to know what you’re working on and the impact you’re making.
Redundant feedback feels critical and leaves the person feeling like they have been hit over the head with a mallet.
Just the right amount of feedback: I noticed you didn’t speak during last week’s department meeting. Often, team members’ only exposure to you is during our weekly meetings. How can I help you feel comfortable speaking up so you can establish yourself as a leader in the department?
It’s easy to get carried away when giving feedback. We’re likely frustrated. And when our emotions run the show, it’s easy to say too much.
Here are three practices for giving feedback:
- Practice the 24-hour guideline and the one-week-rule. If you’re upset, wait 24-hours to give feedback, but not longer than a week after an event.
- Plan what you’re going to say both in writing and out loud. Practicing a conversation in your head is not the same as speaking it.
- Let someone you trust hear what you’re planning to say and ask that person how you can improve the feedback. Ask what you can remove without losing any of the message.
Planning a conversation is like packing for a trip. When packing for a trip, many people put their clothes on the bed, then put the clothing in a suitcase. Realizing they have way more than they need, they start taking things out of the suitcase. Eventually they arrive at their destination with much less than they initially packed, but still more than they need.
Use the same principles when planning a feedback conversation. Put every thought you have on paper, and then remove what you don’t need, leaving only the necessary points that tell the person just what they need to do differently.
When giving feedback, less is more. Tell the person what happened, why it’s a problem, and what they need to do differently. Then stop talking and let the person save face.