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Wednesday, September 19, 2018

How to share difficult feedback with employees | Community - TrainingZone.co.uk

"Being the bearer of bad news is neither fun nor easy. While many in this situation default to beating around the bush, or worse, avoiding the critical feedback altogether, managers have more success by being direct (although not harsh) very early on." summarizes Jennifer Kirkwood, focus is making training relevant to employees and organizations.

Photo: Pexels
First, take a few minutes to talk about something other than work. Research shows that as little as a few minutes of upfront conversation unrelated to the matter at hand dramatically increases the level of collaboration going forward.

Next, ease into the conversation with a gentle warning that emotionally prepares the listener: “I have some unfortunate feedback to share with you.”

Proceed by sharing three pieces of information:
  • Your attitude toward the employee
  • The feedback itself
  • How you feel about the feedback
For example, “I really value you as a member of our team, and would like to see you grow with the company. Nevertheless, I cannot promote you at this time. I feel bad, and wish this weren’t the case.”...

One of the hazards to be wary of in this type of conversation is the conflation of your relationship with the decision at hand, e.g., “If you really appreciate me as a worker, you would promote me.” Should you encounter this, address both aspects of the assertion independently. First, address the relationship component (e.g., you must not appreciate me as a worker) until the matter is resolved. For example, “I do appreciate you. I’m sorry if I haven’t done enough to express that appreciation. I have tried, though, and will continue to try. Have there been other times you haven’t felt appreciated?” Once that has been addressed, share the reasons behind your feedback/ decision.

Throughout the conversation, provide an opportunity to ask questions and to share the employee’s perspectives (supported by data). Ensure that he or she understands the feedback and rationale, since understanding generally leads to acceptance.
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Source: TrainingZone