Tis Better to Receive Than to Give Workplace Feedback

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(From Forbes) -- We were all taught while we were young that it is better to give than to receive. After all, giving has great benefits for both the recipient and the giver. There’s one exception, however, and that has to do with the exchange of feedback between bosses and those who report to them. In this case, it’s usually better to receive.

(From Forbes) -- We were all taught while we were young that it is better to give than to receive.  After all, giving has great benefits for both the recipient and the giver.  There’s one exception, however, and that has to do with the exchange of feedback between bosses and those who report to them. In this case, it’s usually better to receive.

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First, let’s acknowledge there are enormous benefits when bosses provide feedback to colleagues. Why? Because people want to know how they’re doing. Most want to continually get better, and feedback is a great way to facilitate this progress. Such feedback could be exclusively positive reinforcement, or it could be a bit more constructive.

First, let’s acknowledge there are enormous benefits when bosses provide feedback to colleagues.  Why? Because people want to know how they’re doing.  Most want to continually get better, and feedback is a great way to facilitate this progress.  Such feedback could be exclusively positive reinforcement, or it could be a bit more constructive.

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For example, the manager could say: “Great presentation, Jim. Good information and really clear graphs of what’s been happening. Next time, could I suggest that you give a few examples—tell some stories. That’s what convinces this senior team as much as the data.”

For example, the manager could say: “Great presentation, Jim.  Good information and really clear graphs of what’s been happening.  Next time, could I suggest that you give a few examples—tell some stories.  That’s what convinces this senior team as much as the data.”

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Or it could be more difficult feedback that is intended to correct behavior that detracts from performance: “Greg, are you open to hearing some information about how people are reacting to some of your recent emails on cost containment?”

Or it could be more difficult feedback that is intended to correct behavior that detracts from performance: “Greg, are you open to hearing some information about how people are reacting to some of your recent emails on cost containment?”

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“Yes. What have you heard?”

“Yes. What have you heard?”

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“Well, people think you are focused on some inconsequential items, like delivery costs and packaging materials, and that you put the customer’s interests way below saving a few pennies on the delivery of an order. Now, I know we need to keep some balance, but I’ve looked over your e-mails and listened to what others are feeling. I believe they are correct. You’ve put too much emphasis on the small stuff.”

“Well, people think you are focused on some inconsequential items, like delivery costs and packaging materials, and that you put the customer’s interests way below saving a few pennies on the delivery of an order.  Now, I know we need to keep some balance, but I’ve looked over your e-mails and listened to what others are feeling.  I believe they are correct.  You’ve put  too much emphasis on the small stuff.”

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That’s direct feedback, and for most of us it is the hardest to give. And let’s face it, the great majority of managers shy away from giving such feedback. Such messages are uncomfortable at best, and downright painful at worst. The arguments in favor of doing it are not only that it leads to better performance, but that it also greatly increases the level of employee engagement.

That’s direct feedback, and for most of us it is the hardest to give.  And let’s face it, the great majority of managers shy away from giving such feedback.  Such messages are uncomfortable at best, and downright painful at worst.  The arguments in favor of doing it are not only that it leads to better performance, but that it also greatly increases the level of employee engagement.

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