Provide and receive feedback for better results and job satisfaction
Most people wait 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 someone.
Executives, make sure you meet with each of your employees at least once a month. It would be better to have short meetings twice a month or weekly. But if you’re not having one-on-one meetings now, start meeting monthly. If you meet monthly, start meeting twice a month. Employees need individual moments with their boss. Group meetings and casual conversations are no substitute for one-on-one meetings.
Direct Report One-to-One Meeting Agenda:
The direct report arrives at the meeting ready to discuss:
1. What they are working on is doing well.
2. What they are working on is not going well.
3. What they need help with.
4. Then the manager gives feedback on what has gone well since the last meeting and what could be improved.
5. The employee also provides the manager with feedback on what has gone well since the last meeting and what could be improved.
The feedback goes both ways. Executives, if you want your employees to be open to your feedback, ask your employees for feedback on what they need from you. Give feedback on both your job and your employment relationship. A poor employment relationship often motivates employees to quit a job, but it’s the last thing that’s discussed.
Feedback discussions should be short. You can say anything in two minutes or less. Nobody wants to be told they won’t cut it for 20 minutes. Say what you need to say and end the conversation or move on to another topic.
If you don’t give regular feedback to your employees, you can use this language to get started:
“I am realizing that I am not giving you enough feedback. I want to help you. If I don’t provide regular and timely feedback, I won’t be as helpful as I could be. I would like to start a regular monthly meeting practice, receive an update from you on how things are going and exchange feedback on what has gone well and what could be improved since our last meeting. “
If you work for someone who is not available with feedback, ask for feedback. You are 100% responsible for your career. Don’t wait for your manager, client, or co-worker to give you feedback. Ask for feedback on a regular basis.
Here’s how you can ask your manager for feedback:
“Your feedback helps me focus on the right job. Can we schedule a monthly meeting, and I’ll tell you what I’m working on, where I’m doing and I don’t need help, and can we discuss how things are going?
If meetings are canceled, reschedule them. If your manager says these meetings aren’t necessary or they don’t have time, tell him: “Your regular contribution is useful for me. What is the best way to make sure we meet for a few minutes each month? “Meaning, push the problem.
If your manager still can’t find time for meetings or doesn’t provide clear and specific feedback, even when asking for examples, ask for feedback from your internal and external clients and colleagues. The people you work closely with see you working and will likely give feedback if asked.
No news is not necessarily good news. Waiting six months or a year for performance feedback is like taking a trip from St. Louis to Los Angeles but not looking at a map until you arrive in New York, frustrated and far from your intended destination.
managers: Meet monthly, semiannual or weekly employees and provide feedback every time you meet.
Employees: Ask your managers, clients and colleagues for regular feedback and take control of your career.
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