Business Negotiation August 13, 2014

When Constructive Feedback Works Best

When a subordinate does something wrong or fails to follow directions, most managers feel justified in correcting their behavior by speaking to them in a constructive manner. If this constructive feedback is done well the individual may move toward positive change. If done poorly it will leave a trail of hurt feelings and result in little to no behavioral change. We will explore several approaches to constructive feedback designed to help other move in a positive direction.

1. When you maintain a high ratio of positive to negative interactions. The manager who maintains a high ratio of positive to negative feedback will find their peers and subordinates more receptive to change. Later, by maintaining a good ratio over time, your words of advice when things go wrong will fall on friendlier ears.
2. When your relationship with the other is good. Criticism, even when directed with the best of intentions, is hard to take. When the relationship between parties is strained, it is rarely effective and certain to be resented. The rule is simple; the stronger the bond between the parties the higher the probability the feedback will be accepted and acted upon. Building relationships based on respect, trust and appreciation is part of your job description no matter how busy you are.
3. When it is asked for—but. When the other party requests your suggestions or advice is it generally wise to offer it, but be careful. What they might really want is not your honest opinion but some positive affirmation or approval instead. Criticism or feedback, solicited or not, is something done only with prudence, tact and forethought.
4. When it is accepted as part of the training process. Constructive advice is accepted when it is provided as training. Once the training period is over, people tend to perceive further feedback not as training but as criticism. Instead of welcoming new suggestions they resent both the message and messenger.
5. When the criticism or advice is specific and timely. Feedback provided for performance problems that took place is the past is far worse than none at all. Such feedback is destructive because it is likely to cause bickering and faultfinding rather than improvement. To be useful, feedback must not only be expressed soon after the problem arises but must also be focused on the specific task to be corrected.
6. When both parties are involved in solving the problem together. The more associates have worked together to solve joint problems the less they will view their difference and associates’ corrections as criticism or ego-threatening.
7. When the feedback is preceded by strong positives. If you find it necessary to criticize another the better way to do so is to start with positive things the other person has done and follow that with one (yes, one) specific and timely matter requiring improvement. Suggestions are more likely to be accepted if restricted to the main dish rather than a smorgasbord of large and small problems.
8. When the advice allows the other to sort things out for themselves. The more you leave others free to work in their own way the more responsive they will be to your suggestions.