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Posts Tagged ‘giving feedback’

Waited Too Long to Give Feedback?

It’s not unusual to wait too long to give feedback. Giving feedback often feels awkward and uncomfortable. What happens if the person cries, or gives us the cold shoulder, or worse, quits?

Working virtually over the past few years has exacerbated the waiting. Many managers who were accustomed to giving feedback in person hesitated to have hard conversations over the phone or via video.

Perhaps you waited so long to give feedback, you feel like you can’t.

It’s never too late. You just need to set the expectation that you’re going to give feedback and why.

One of the keys to being (more) comfortable giving feedback is to know that most people genuinely want to know how they’re doing. Working in the dark is frustrating. Not knowing the behaviors that impact us and our opportunities is also frustrating. Working on a project for months only to find out the work we did wasn’t what the other person wanted is ultimately frustrating.

Most people genuinely want feedback. They may struggle to hear feedback, they may get defensive, they may not take responsibility, but it doesn’t mean they don’t want to know.

If you want to give feedback but feel like you waited too long, say so. The conversation could sound like this:

Manager to direct report: “I realized that I haven’t been giving you enough feedback. I’d like to start doing a semi-monthly debrief, not because anything is wrong or has changed. I want you to learn and grow as a result of working with me, and you won’t if I’m not providing regular feedback”

Peer to peer: “I need to talk with you about something and I’ve realized that I’ve waited too long. As a result, I’m feeling awkward and hesitant. Is it ok if I speak freely?”

Talking with someone more senior than yourself: “I want to talk with you about something I’ve been seeing for a while. I should have said something sooner. I’m sorry I didn’t. Can I talk with you about it now?”

It’s ok if you waited too long. It’s ok not to say things perfectly. Authenticity goes a long way. Be real. If you’re nervous, say so. If you’re wondering if it’s ok to speak up, say so. If you waited too long, say so. Relationships are built on trust, and authenticity builds trust. The time to start is now.


Don’t Send Them to Yelp – Get Better Customer and Employee Feedback

Many businesses are struggling to overcome negative and permanent online reviews on yelp, trip advisor, Glassdoor, etc. And they’re wondering why customers and employees go online vs. giving feedback directly. The answer is simple.

Giving feedback online is easy. Giving feedback directly is harder, for many reasons.  No one wants to be the person who complains. Feedback is likely to be received with a defensive at worst and explanatory at best response, and who really wants to deal with that? And we fear we’ll get “in trouble” for giving feedback, etc. etc. etc. I could go on and on.

If you want your customers and employees to give you feedback directly instead of blasting you online when they’re unhappy, make it easy to give you feedback, regularly.

Here are four ways to help prevent negative online reviews and improve the data you get from customers and employees:

  1. Ask customers and employees for feedback regularly. Don’t wait until the end of the year or after a service has been provided to ask for feedback. Ask for feedback during the customer’s experience. Ask employees for feedback every 90-days. Marriott hotels is masterful at this. Hotel guests don’t get onto the hotel’s free Wi-Fi until answering one question about their hotel stay. If guest feedback has a negative component, a manager will call you immediately. Such smart business.
  2. If you’re going to send online surveys, keep them short. Never ask a customer more than five questions, and two is better. Ask a version of, “What are you appreciating about your experience? What could we change on your behalf?” What else do you need to know? Too many businesses send exhaustive and exhausting surveys to customers after a service has been provided. It’s unrealistic to expect customers to complete 30+ survey questions. Keep it short. You’ll see better response rates.
  3. Call 10% (or fewer if you have thousands of employees and customers) and ask for feedback. It’s such a rare occurrence to receive a phone call asking for feedback, it’s an immediate loyalty and relationship builder.
  4. Don’t request a positive score on a survey. Sending a survey and asking for a certain response type is a turnoff. Uber drivers who ask me to rate them a five never get that rating. The best way to get an awesome rating is to be awesome.

Ask for feedback early and often, and make it easy to give. P.S. And no anonymous surveys – a topic for another day.


Give and Receive Feedback for Better Results and Job Satisfaction

Most people wait way too long to give feedback. 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. Short meetings 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 one-on-one 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 they are working on that is going well.
2. What they are working on that is not going well.
3. What they need help with.
4. Then the manager gives feedback on what went well since the last meeting and what could be improved.
5. The employee also 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 they aren’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 they don’t have time, tell them, “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.


Giving Feedback – Less is More

People leave feedback training armed with new skills and they unfortunately sometimes use those skills as a weapon. It goes something like this, “I need to have a candid conversation with you.” And then the person proceeds to dump, dump, dump. This couldn’t be more wrong, wrong, wrong.

When you give someone negative feedback you are essentially telling the person they did something wrong. And who likes to be wrong? The ego gets bruised, and people often start to question themselves. This normal reaction doesn’t mean you shouldn’t give feedback, you just need to do it judiciously.

Ask yourself these four questions when deciding whether or not to give someone feedback:

  • Do I have the relationship to provide feedback? Does the recipient trust me and my motives?
  • Do I have permission to give feedback? If the recipient doesn’t work for you, you need permission to give feedback.
  • Is this something the person can do something about? If it’s not a change the recipient can make, keep your thoughts to yourself.
  • Is the feedback helpful? Ultimately the purpose of all feedback is to be helpful.

Let’s say you’re on the receiving end of too much feedback. What should you do?  It’s ok to say “no thank you” to feedback. Here’s what you could say:

“Thank you for taking the time to bring this to my attention. I really appreciate it. You’ve given me a lot of feedback today. I’d like something to focus on that I can impact right now. What’s the most important thing I should do?” You’ve validated the other person and demonstrated openness and interest. You’ve also set some boundaries and expectations of what you will and won’t do.

“Thank you for taking the time to share your requests about… We won’t be making any changes to that and here’s why.” It’s ok not to act on all feedback, simply tell people why you won’t.

“I appreciate your concern. I’m not looking for feedback on that right now.” Can you say that to someone? Yes. Should you? Sometimes. To your boss – no. To someone who offers unsolicited advice that’s outside of their lane, yes. They’ll get the message.

People can only act on and digest small amounts of feedback at a time. Be judicious and assess your motives. The purpose of feedback is to be helpful, when the feedback is requested, and when you have the relationship to give it.

If you receive too much feedback or unsolicited feedback, it’s ok to decline. You’re not the 7-11, aka you’re not always open.


Your Mom was Wrong – Speak Up

“If you have nothing nice to say, don’t say anything at all.” Most of us grew up hearing these words. Last week I used them with my six-year-old son, and instantly regretted it. He said something hurtful to me and I told him to keep those thoughts to himself.

I want him to keep his thoughts to himself if he doesn’t like a kid at school or doesn’t want to play with someone. Walk away, find another place to play, is often my guidance. But with me? With me I want him to be honest, always, even if it hurts.

Every time we talk with people, we train them how to interact with us. If I tell my son not to tell me the truth, I teach him to protect my emotions and stifle his. I teach him I’m not strong enough to handle the truth and that I’m someone who needs protecting. I teach him that he can’t be honest with me.

If you want your coworkers, boss, family and friends to be honest with you, make it easy to tell you the truth. Take in what others say without visibly reacting. Say “thank you” for whatever feedback and input you get, even when you want to say everything but. Take the time to ‘get over’ hard messages and then discuss further, when you’re not angry.

People learn quickly. If we react to suggestions, input, and feedback negatively, people learn that we can’t take challenging data and they stop giving it to us. I don’t want to be the person the people I care about are afraid to talk with because my reaction is just too hard to deal with.

Should you care about everyone’s feedback? No. Should you ask everyone for feedback? No. Should you be open to everyone’s feedback? No. Be open to feedback from the people who matter most to you. Open your heart and your mind. Close your mouth. Even when you want to do everything but. Strengthen your relationships and train people that you can handle the truth.


Say No to the Empathy Sandwich – Giving Effective Feedback

No one likes giving people negative feedback. Giving negative feedback often makes both the feedback deliverer and the recipient feel badly. To make everyone feel better, we dress negative feedback up with pickles and relish, otherwise known as The Empathy Sandwich.

The Empathy Sandwich in action: “You’re doing really great. Now you did almost cost the company $50,000, but in general, things are going great.”

The Empathy Sandwich leaves people unclear, wondering if there is a problem. Instead of softening negative feedback with positive platitudes on both ends, tell people you’ll be providing positive and negative feedback as things happen, and then separate both types of feedback.

Here’s how you can set the expectation that you’ll be providing balanced feedback:

Giving feedback to people you manage: “As your manager, my job is to help you be successful. As a result, I’ll tell you what I see, as I see it. I’ll give you both positive and upgrade (negative) feedback in a timely way. Because if I don’t, you won’t grow as a result of working with me.”

Paving the way to give feedback to peers and those at a higher level: “We see each other work and are in a unique position to provide each other with feedback. If you see me do something positive or not so positive, I’d like to know. I promise I’ll be receptive.”

Delivering feedback and avoiding The Empathy Sandwich:  When you give feedback, separate the positive from the negative. You could say something like, “I want to talk about a few things today. Here are some things that are going well… Now, I also have something to talk with you about that is not going as well… After you deliver the negative feedback, say something like, “I know there is a tendency to dwell on negative feedback. I want to remind you of the positive things we talked about today.”

People can handle negative feedback. They won’t quit if you’re honest about their performance. They will likely become defensive and get upset for a time. That’s ok! Your job when giving feedback is to be clear, timely, and specific. Prepare and practice your delivery out loud. Ensure you have the relationship to deliver the feedback. Don’t worry so much about the response.


Candid Culture Turns 15!

It’s hard to believe that it’s been 15 years since I left my corporate job to launch a not-yet-fully-formed business.

People ask me regularly, “Who do you typically work with?” Even after 15 years, the answer still surprises me. Our clients are incredibly diverse. Candid Culture clients range from small family-owned businesses to school districts, towns and cities, associations, universities, hospitals, not-for-profits, and huge, global corporations. The things all of these organizations have in common – the organizations’ leaders want to create a work environment in which employees can speak freely without fear. They want to create a place where people genuinely want to work and can do their best work.

So, what are a few things I have learned these past 15 years?

I’ve learned that almost-worldwide people are afraid to say what they really want to at work (and in life). Almost universally, people feel like they will be disliked and disapproved of for providing feedback others don’t like.

When I started Candid Culture, it was with the premise that it’s hard to speak up in most relationships because we haven’t set the expectation that it’s ok to do so. We haven’t laid the groundwork, letting people know we genuinely want their input and there won’t be a negative consequence for saying unpopular things. My views on this haven’t changed. If you’ve read How to Say Anything to Anyone you know that the book’s title makes it seem like the book is about feedback, but it really isn’t. The first eight chapters are how to create environments and relationships in which it’s safe to speak up.

I’ve learned to let people save face. Negative feedback is hard to hear, it bruises the ego. Say just enough to get the desired actions. Give small amounts of feedback at a time, saying just what you need to. And never give feedback when you’re upset. The time to fix a problem or a relationship is when nothing is wrong, aka, no one is upset.

I’ve learned that people really are doing the best they can. If they knew another way, they would do it that way. But that doesn’t mean a person’s approach is good enough (for me). I can request more from a person or walk away from a relationship and still grant the other person grace.

I’ve learned it’s ok to renegotiate. “I know I said I would do this, but I’m realizing I can’t in our agreed time frame. Here’s what I can do.” Being upfront is scary in the moment but feels better than silently disappointing people.

The last thing I’ll say is that I’m still working on and will probably forever be working on feeling ok making requests. I tell myself regularly, it’s ok to ask for help, to ask for what I need, and to ask for a change. Asking will always be easier than giving negative feedback. And it’s ok to ask.

What do I hope for in the next 15 years? I wish us all the courage to ask for what we need and know that we deserve to have those things.


Don’t Apologize for Giving Feedback

Last week we had movers in our warehouse moving products in and out of storage. The movers charged by the hour. Shortly after they arrived, I noticed one of the movers on his phone. Then I noticed another on his phone. I didn’t say anything. The phone use continued. So, I politely asked the two movers to only use their phones when they were on a break. And then I felt badly about saying something and spent the rest of the day apologizing. I didn’t want them to think I was ‘mean’.

I know it was ok to hold them accountable. I was paying a lot of money for their time. It was completely reasonable to expect them to be working. But I want to be liked and approved of (yes, even by the movers who I’ll never see again).

Every time I apologized or sought to justify my message, my communication lost power. Why say anything if I’m going to spend the day regretting and retracting my message?

After the experience with the movers, I realized how often I apologize for making requests, even perfectly legitimate and modest requests. And I’m wondering why I do this? Are we taught it’s not ok to ask for things?

Making requests is a subtle form of giving feedback. It’s less direct than what I call the “tell method.”

It’s ok to have expectations. It’s ok to make requests. And it’s ok to hold people accountable.  I know this. You know this. And yet, I see how often I and others apologize for making requests and giving feedback. I feel like we need a regular pep talk – a little bird whispering in our ear each time we ask someone to do what we hired them to do. “It’s ok to ask. You aren’t mean. It’s ok to hold people accountable. If people don’t want to do the work they agreed to or can’t accept feedback, they’re not the right people.”

I’ll just keep giving myself that pep talk, because it’s ok to ask and not feel badly about it.


Ask for What You Want – A Subtle Way to Give Feedback

When you feel you’ve been wronged, it’s natural to want to lay into the offending person, give negative feedback, and tell him exactly what you think. The problem with doing this is that as soon as a person feels accused, he becomes defensive. And when people are put on the defensive and feel threatened, they stop listening. And you’ve potentially damaged your workplace relationship.

When someone does something for the first time that violates your expectations, use the lowest level of intervention necessary. Allow the person to save face, and ask for what you want, without giving an abundance of negative feedback and pointing out all the things he’s done wrong.

Likewise, when you cut your finger while cooking, you put a Band-Aid on your finger. You don’t cut off the finger. This is true with business communication too.

When you’re facilitating a meeting, you can ask the two people who are side talking to stop, or you can go third grade on them and ask, “Is there something you want to share with the rest of us?” Both methods will stop the behavior. But one embarrasses the side talkers a lot, the other only a little.

Likewise, when one of your coworkers takes credit for your work, you can give feedback and say, “I noticed you told Mike that you worked on that project, when we both know that you didn’t. Why did you do that?” Or you can skip the accusation and ask a question instead, saying, “I noticed you told Mike you worked on that project. Can I ask why you did that?” From there you can have a discussion, give feedback if you need to, and negotiate.

When your boss doesn’t make time to meet with you, rather than saying, “You don’t make time for me. That makes it hard for me to do my job and makes me feel unimportant.” Instead consider saying, “I know how busy you are. Your input is really important in helping me move forward with projects. How can we find 30 minutes a week to connect so I can get your input and stay on track?”

In each of the situations above, you’d be justified in calling the person out and giving negative feedback. And it might feel good in the moment. But being right doesn’t get you closer to what you want, and it can damage your workplace relationships.

Practice good business communication –say as little as you have to, to get what you want. If this method doesn’t work, then escalate, communicate more directly, and give direct feedback. The point is to get what you want, not to make the other person look bad. The better the ‘offender’ feels after the conversation, the more likely you are to get what you want in the future.


Practice Feedback Prevention – Ask for What You Want

Think about all the people in your life who frustrate you. The employees who turn in work without checking for errors. The person who cancels meetings two minutes before meetings are scheduled to start. And in personal relationships, our friends who come late, cancel, or just aren’t in touch as often as we’d like.

These situations annoy us, but we often don’t say anything because giving feedback feels too hard. Why risk the person’s defensiveness? Or we don’t think addressing the situation will make a difference. Or perhaps we don’t feel we have the right to speak up.

Giving feedback can be hard. Asking for what you want is easier, but most of us aren’t clear about our requests and expectations.

The question is why? If making a request is easier than asking someone to change their behavior, why not ask for what you want upfront? Why wait until expectations are violated to make a request?  The answer is simple.

We don’t think we should have to make requests. We assume our employees, coworkers, and friends will do things as we do. And most of these assumptions are unconscious. We don’t even think about it.

We would never turn in work without checking it for accuracy or come to a meeting late. We would never not send a thank you card after receiving a gift or miss a close friend’s birthday, so we (unconsciously) assume others won’t either. And when people violate our unstated expectations, it feels too hard to speak up, so we don’t.

I’m going to suggest you approach relationships differently –more proactively.

Ask for what you want at the beginning of a relationship, project, or meeting. Make requests at the onset of anything new. Set clear expectations. If you want to start and end meetings on time, tell people that during your first meeting. If it bothers you when people wear shoes in your house, tell visitors when they arrive, or even better, tell them before they arrive.

If you have an existing behavior you want to shift, simply say, “I realized I didn’t tell you that starting and ending meetings on time is really important to me. Going forward, we’re going to start and end all meetings on time. So please be ready for that.” Tell visitors to your home, “I realized that I forgot to tell you that we don’t wear shoes in our house.”  It’s never too late. Don’t expect people to guess you’re frustrated and alter their behavior without you making a request. It’s not going to happen.

Consider all the things that annoy you. Then consider what you did or didn’t ask for. If you haven’t made your expectations clear, it’s not too late. Asking for what you want is easier than you think.


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