These 3 feedback habits will level you up as a manager
By Richard Hodge
Habits take time and focus to build. They serve us well and ideally become automatic during times of stress and change. As you think about adopting the habits of great managers, there are a few critical habits that can provide the greatest impact.
Previously, we suggested that new managers should focus on setting expectations as the best first habit they can develop. Another impactful habit that is critical to build and strengthen as a manager at any level is providing frequent positive and constructive feedback.
Why Is Giving and Receiving Feedback So Important?
First and foremost, giving specific feedback can provide energy and focus to the goals and expectations that you have set. By recognizing good performance, you reinforce desired behaviors and actions. At the same time, constructive feedback can bring clarity to performance that is not meeting expectations and help you collaboratively create an action plan to close any gaps.
The right feedback can motivate your entire team to want to perform above and beyond expectations. At a basic level, you provide feedback to help others build new skills and competence, increasing their confidence and value to the organization. As an added benefit, when feedback becomes part of your team’s culture, it can spark innovation and help move your team to the next level. Ultimately, when you give feedback, you build trust by demonstrating that you care and want to help.
Feedback Habits that Create the Greatest Impact
1. Accentuate the Positive
Make a point in one-on-ones to ask how each person on your team feels about recognition so that you can individualize the positive feedback you provide. Look for successes – small and large – and give praise regularly. Build recognition and celebration into your weekly team meetings.
2. Manage Performance
Schedule a cadence of one-on-one meetings to provide feedback against goals, OKRs, or expectations. When you see a performance gap, ask lots of questions to understand the performer’s point of view and issues, then provide honest, fact-based feedback. Search for what you can do to help close the gap and what they plan to do. Leave the interaction with a mutually agreed upon plan of action and a date to follow up and review progress.
3. Develop Others
Schedule professional development reviews at least quarterly to provide feedback on growth and skill development. Build a habit of discussing each performer’s development and career goals regularly.
Even with the best habits and plans in place, performance gaps in the team or individuals will arise. When this happens, look in the mirror and ask yourself the critical question: Does my team understand what I expect them to do? Once you can answer yes, focus on feedback.
Taking the steps above regularly and with intention will help managers sustain the critical habit of giving and receiving feedback.
About the Author
Richard Hodge works with many thought leaders on strategic opportunities, new research projects and the co-development of leading edge learning content for many of the Fortune 1000.
Over the years he has published works in leadership development, enterprise sales and the development of over 100 experiential workshop and digital learning journeys.