Consultant Q&A
Nancy Coleman Responds:
The best way to move an employee toward improved
performance is by establishing a trustful relationship
with them and providing ongoing performance feedback,
both positive and negative.
In
order for performance feedback to be of benefit for the
employee and the organization, the process by which it is
given must be managed correctly. First, the manager must
model the behavior or “walk the walk.”
Relationships based on mutual respect and trust in one
another are not built on an attitude of “do as I
say, not as I do.” Second, the manager must be
committed to the individual’s development. There
must be a sense of trust on both sides, which can be
gained by creating a sense of community in the
organization.
Although the concept of working together toward a
common goal or purpose is fundamental to an
organization’s success, teamwork is not as robust
and complete as creating and being in community with one
another. Community signals a fundamental caring and
investment in one another’s well being. Creating a
community begins with the realization that we all win, or
none of us wins. Organizations in community are the most
successful in developing their employees based on
performance feedback. In fact, these organizations often
encourage 360-degree feedback between managers and
staff.
Performance feedback is the ongoing process between
employee and manager where information is exchanged
concerning the performance expected and the performance
exhibited. Constructive feedback praises good performance
or corrects poor performance and should always be tied to
the performance standards. As a rule, effective
constructive feedback is:
- Provided to help someone, not hurt his or her
feelings.
- Specific rather than general. Telling someone they
do not project a customer-friendly attitude is not as
effective as pointing out specific examples from a
meeting or phone call in which they exhibited the
negative behavior.
- Behavior-related, not person related. For example,
you may give someone feedback that they spoke more than
anyone else in a meeting, and dominated the agenda.
That is behavior related and is much more effective
than calling them loud or outspoken.
- Meant to address behavior that can be
changed.
- Clear, and to the point.
- Timed appropriately. Feedback presented at an
inappropriate time may do more harm than
good.
- Followed-up. Set a time, if appropriate, to review
the behavior, and ensure you provide additional
feedback, either positive or
negative.
When providing feedback, use the following
guidelines:
- Point out poor performance immediately upon
observing it and praise immediately on observing good
performance
- Specify what does, or does not meet
expectations
- Explain how the observed performance affects the
team and/or organization
- State appropriate performance
- Obtain agreement on the problem and mutually seek
a solution
- Agree on an action plan
- Do not dwell on a point. Move forward after the
discussion, and do not bring it up again unless you
observe the negative behavior a second
time
- Avoid giving correction in
public
- Be open to receive performance feedback
yourself
The above observations and suggestions have been
time tested both in our internal organization and in our
consulting engagements. With practice, they establish a
supportive and professional work environment in which
employees do not feel constrained by or afraid of
performance measurements. They are open to taking risks,
and accepting accountability when necessary.
NANCY COLEMAN ,
PMP, is vice president of operations at Advanced
Management Services, Inc. Her firm consults and trains in
continuous improvement, project management and management
development. Coleman focuses on integrating quality
principles into project and organizational development
practices and the synergy of people, process and
technology. She can be reached at (781) 344-1103, or at
ncoleman@amsconsulting.com.
John Runyan
Responds
Question for
Consultants
October 2001 News for a
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