04/10/2012
Get together as a group of professionals representing diverse backgrounds and industries, throw on the table the topic of “The Art of Performance Feedback” and you have yourself one interesting discussion! This was the situation for deliberatepractice’s most recent deliberate insights, our quarterly interactive knowledge sharing session.
The key connection for the gathered group is their interest in maximising the “people side of business”. deliberate insights aims to bring like minded professionals together to discuss the current recommended approaches and share experiences as to what works and what doesn’t, regarding various talent management initiatives.
participants agreed that both giving and receiving performance feedback is an activity that can create anxiety
Take performance feedback as the current example. We have all attended training sessions, read blogs gathered research, potentially coached others as well as communicated feedback to others. So we should all be experts and participate in feedback activities with no concerns? Hardly. All participants agreed that both giving and receiving performance feedback is an activity that can create anxiety. For the giver often the action of giving someone feedback can create anxiety because of the perceived potential for conflict. Conflict was defined as “any situation where a person’s concerns or desires differ from those of another person”. So how do we minimise this potential conflict for the giver and for the receiver, hence strengthen the skill or craft involved in giving feedback regarding employee performance? Is it just about structure and clarity?
feedback should also be presented in an objective, structured and clear manner
Although there were many variables that the group discussed, two main points were identified as vital when giving constructive performance feedback; providing objectivity; and being conscious of the way that the message is delivered. Without these two points, feedback becomes praise or criticism, which can be perceived as personal judgements based on feelings and opinions and therefore in the mind of the receiver, debatable and a potential for causing conflict. Some horror stories were shared, examples of when a performance feedback session does not go well included: the presence of a destructive attitude, avoiding, disagreeing or not listening to the feedback, creating disengagement between the employee and organization and heightening de-motivation. You may think that these variables are specific to negative performance feedback only, not so! The group agreed positive feedback should also be presented in an objective, structured and clear manner in order for it to be as constructive as possible. Subjective impressions mostly only carry weight when they come from a person with high status and credibility but with today’s younger generations this may have less relevance and impact.
Thanks again for hosting these events, they are a huge help
Great examples were shared with the group on how to conduct performance feedback sessions that minimize anxiety and potential conflict and maximize improvement in performance. Also discussed were approaches and tools to assist both the giver and the receiver in producing an outcome where the receiver takes accountability and an agreed plan of action takes place (both for negative and positive feedback). Feedback from individuals in the group included: “Thanks for a really positive informative evening; I really got a lot from (it). I actually had a performance feedback session this morning and last night’s info helped me prepare enormously. Thanks again for hosting these events, they are a huge help and it’s so nice to meet others in my field.”
Held quarterly, deliberate insight sessions provide a meeting of the minds where professionals can challenge their thinking and discuss specific topics with others regarding how to best maximise employee and overall business performance. If you would like to be part of our next deliberate insights session, contact us to check dates and availability on 1300 deliberate (1300 335 423) or email: info@deliberatepractice.com.au