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How to Provide Corrective Feedback with Less Stress and Better Results

Cathie Leimbach • Jun 28, 2021

Do you dread providing corrective feedback? Maybe you avoid it until a formal performance review.  But then, you can’t understand why your employees seem shocked when you finally do give feedback on their performance. If this sounds familiar, you aren’t alone in being uncomfortable and stressed about providing corrective feedback to enable better performance and skill development.

 

While you may feel uncomfortable giving candid feedback, studies show that it is precisely what most people want. Employees want to know what they can do to improve their performance. Waiting for an annual review risks slowing down their professional development to a snail’s pace.

 

Failing to respond to performance or behavior issues can have a significant impact on your team. When performance standards are not uniformly applied, resentment and tension among team members will occur. Often, we tend to focus corrective feedback on low performers that need the most improvement. It is equally important to provide feedback to your top performers to support professional development, increase their engagement, and increase retention. 

 

Here are some general guidelines for successfully providing corrective feedback:

  • It is given in a one-to-one meeting.
  • It is timely, as close to the actual event or performance problem as possible.
  • Examples given are specific, factual, and detailed.
  • Your delivery is calm and supportive.
  • The feedback session is a two-way conversation that empowers the employee.

 

Following is a guide to break down a corrective feedback conversation into specific steps.

 

Step One: Describe the specific action/behavior in neutral terms. Use a calm, supportive tone of voice.

  • “I notice you have missed two deadlines to provide financial data to the Project XYZ team over the past three weeks.”

 

Step Two: Ask their opinion as to why this is happening. Use open-ended questions, listen for what is happening, how it is happening, why it is happening, and any identified obstacles.

  • “What has caused these deadlines to be missed?”
  • “What do you think the issue is?
  • “What specific obstacles are preventing you from meeting the deadlines agreed to?

 

Step Three: Ask what impact they expect this is having on the flow of work, their team, customers, etc.

  •  “What do you think the result of the missed deadlines is on the rest of the team?”
  • “How are these delays impacting the overall project?”

 

Step Four: Ask what changes they are able and willing to make to correct the situation. This is an essential part of the corrective feedback process and empowers the employee to commit to improving performance.

  • “Now that we have identified the issues, what do you think you can do to correct the situation?”
  • “What changes are you willing and able to make right away that will improve the situation?”

 

Step Five: Ask what you can do to support them in their effort to correct the situation. This is an essential part of the process because often employees are unclear about expectations, their areas of responsibility, or have not received enough training and need additional professional development.

  • “What support can I provide you to help you make the changes you have suggested?”
  • “What additional information or training do you need to be successful in making these changes?”
  • “How can I help you make these changes?”

 

Step Six: Ask them to suggest a time, place, and agenda to monitor their corrective process. Follow-up is crucial. Don’t leave the meeting until the next meeting time is on both of your calendars.

  •  “Let’s set a follow-up time to meet and see how things are progressing. What would be a good day and time for you?”

 

Providing corrective feedback provides the foundation for each employee to perform well, grow professionally, stay engaged, serve your customer or client, and ultimately impacts the bottom line. Approaching it as a problem-solving exercise using the steps above will make it less stressful for you and your employee.

Two Heads, One Goal

By Cathie Leimbach • 11 Jun, 2024
Collaboration is essential, but have you considered the magic that happens when you team up with just one other person? One-on-one collaboration goes beyond efficiency; it fosters deeper connections and unlocks a surprising amount of power in all kinds of relationships, from your spouse to your work colleagues. Here's how focusing on one partner can create something truly special: · Enhanced Accountability: Working closely with someone fosters a sense of mutual responsibility. Each person feels invested in the success of the partnership, leading to greater motivation, commitment, and a shared sense of accomplishment. · Conflict Resolution: Disagreements arise in every relationship. One-on-one collaboration provides a safe space for open dialogue and active listening. By addressing issues directly and constructively, conflicts can be resolved efficiently, preserving the bond and preventing future resentment. · Empowerment and Growth: When you collaborate one-on-one, both individuals feel a sense of ownership. They are valued for their unique contributions and empowered to make decisions, take initiative, and pursue their goals. This supportive environment fosters personal and professional growth. · Quality Time and Connection: Collaboration isn't just about tasks. One-on-one sessions create space for quality time and deeper connection. Sharing personal stories, celebrating successes, and offering emotional support strengthens the relationship and creates lasting memories that go beyond the project at hand.  Remember, the strongest teams are often built on the foundation of strong one-on-one relationships. So next time you're looking to build something meaningful, consider the power of two.

6 Es of Leadership Development

By Cathie Leimbach • 04 Jun, 2024
LEGO defines leadership as the act of creating a safe space where everyone feels energized daily. This inclusive approach emphasizes that leaders aren't just managers or supervisors, but also shift leads and project leaders. The Josh Bershin Company supports this perspective by promoting a 6-Es approach to leadership development. 1. This framework encourages organizations to Envision good leadership within their unique contexts. 2. Education is key; leaders at all levels must be trained in both task management and people skills. 3. Hands-on Experience is crucial, providing leaders opportunities to lead projects and teams, learning by doing. 4. Exposure through observation, discussion, and feedback is vital for understanding effective leadership in action. 5. Evaluation tools offer feedback to refine leadership practices. 6. Lastly, Empowerment ensures leaders have the resources and tools they need for continuous development.  By embracing these principles, organizations can cultivate leaders who foster energized, productive environments.
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