Face-to-face communication

IT WORKS BOTH WAYS

Communication is a two-way street and being able to receive feedback is just as crucial as being able to deliver it effectively. Williams says this can only be achieved when both parties play an active role in the communication process.

Receiving positive feedback about your strengths and what you bring to the organisation will brighten your day and that of your staff. Negative feedback acknowledging room for improvement or unconstructive behaviour can be challenging to accept and often sparks anxiety in the recipient.

“Whether the recipient of positive or negative feedback, keep an open mind during the discourse and think of ways you can turn the interaction around so your team can move to a better place.

“Ask yourself if you understand the feedback; take time to digest it and if unclear, go back and ask for clarification. If appropriate, consult a neutral third party to discuss,” Williams says.

After the feedback has been given, Williams advises to decide on an appropriate time to act; this could be immediate or after some ‘down time’.

Once a certain grace period has passed, revise the feedback and actions taken to ensure your workplace is continuing to move forward.

12 steps to ensure your feedback is constructive and well-received:

Preparation is the key: Put time and thought into the process of preparing your feedback. Collect concrete examples to illustrate points.

Secure a suitable venue: Hold the session in a private place. Turn off your mobile!

Adequately brief the reviewee: Make sure the reviewee has clear expectations about the nature of the meeting and ask the reviewee to prepare by setting their own objectives.

Ensure a supportive context for the feedback: Frame your communication carefully so that the reviewee understands your perspective. Only use “I” statements.

Remain positive: Lead with positive feedback than deliver constructive feedback. Focus on behaviour that can be changed rather than on personality.

Ask the reviewee for feedback on how you handled the session: This can be an opportunity to build bridges and show your willingness to learn. 

Honour any agreements made during the meeting: Confirm agreements in writing after the session and always follow through.

Lead by example: Demonstrate the behaviour you wish to see. Introduce a culture where ongoing feedback can be provided rather then having to wait until a formal performance review.

Do not be afraid to give feedback: positive or negative. If you want Gen Y to change, tell them why, in a way that lets them know the importance of the task to the company.

Choose your language carefully: Try to be age-appropriate but do not jeopardise professional pride in order to sound ‘cool’. Gen Y will laugh behind your back whilst Gen X will resent being patronised. Baby boomers tend to dismiss insincerity.

Choose your tools: Text messages, office MSN, email, phone, face-to-face – all of these are now highly accepted feedback tools. They can all reach a target audience and have the desired impact. BUT these tools need to be used appropriately for the type of feedback being delivered. Gen Y and even Gen X are more open to technology and are more inclined to respond to feedback delivered this way.

Understand the emotional drivers: Gen Y is keen, eager and moving too fast to think through their actions properly. Gen X and baby boomers know how to play the game and often act for personal benefit.

Karen Williams is principal of Message Stix, a Brisbane-based change and communications consultancy specialising in corporate culture and change strategy.