Giving Corrective Feedback


Your Challenge: Do you avoid giving corrective feedback for fear that people won’t like you or that you will seem harsh? Is it easier for you to compensate for disappointing performance than to confront it? Are you hesitant to hurt someone’s feelings or prospects when performance is substandard—especially if it might result in tears?


Proven Strategy: Have the courage to do the right thing, or your area will be performing below standard. We can tell you how to be humane and compassionate yet hold to standards of accountability with specific strategies. Letting performance slide hurts everyone, especially the person whose behavior needs to improve.

Here’s a sample of just one of the strategies you get:

When confronting negative behavior, use the language of perception.
Frame feedback about substandard performance as your perception or the perceptions of others you can legitimately represent. Do not direct accusatory language at the other person (“you did this”). Mention only observable behavior (framed as what you or others observed). If possible use quotes, facts, figures or other indisputable elements. Sample: “I got the plan you submitted for this project, but I didn’t see that it contained the analysis portion with three different scenarios, even though that has been our standard procedure this year. That is the second time this month you’ve neglected to do that.”

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