Research shows that UK companies are spending £100 000s on employee surveys, yet employee engagement levels often remain stubbornly low. Whilst these surveys are a useful tool for benchmarking employee satisfaction, it’s clear that a company-wide survey or performance appraisal once a year just isn’t enough. It’s the conversations you have during the other 364 days that really count.
The key to achieving high employee engagement is creating a feedback culture that encourages continual learning and development so that individuals can develop and thrive. As a manager, this means developing your coaching skills to help you give and receive meaningful feedback that motivates your team to maximise their performance.
How to create a feedback culture
The first step is to create a ‘safe’ environment where individuals can set new goals and ask for support without the fear of looking ‘weak’ in front of their peers. As a manager, it enables you to meet with people in your team on a formal or informal basis to give them meaningful feedback in a way that does not make them feel as though they are being singled out or criticised. As Bill Gates said, “We all need people who give us feedback. That’s how we improve.” However, many people shy away from giving feedback because they don’t want to upset the apple cart or fear the emotional reaction their conversation might provoke. So be brave and front-footed. Remind yourself that your goal is to help others improve their performance – whether it’s by closing down a blind spot, developing their skills or boosting the other person’s confidence.
When to give feedback
For feedback to be powerful it needs to be specific and timely so don’t save it for formal reviews. Avoid general comments such as, “You are a good presenter” and instead say, “I was very impressed by the way you engaged the audience and communicated your key points at our last conference.” Your feedback will carry much more weight if it is rooted in a time and place, helping them understand the specific behaviour you want to see more of. A great way to help the other person hone a new skill is to feedback before and after they put it into practice. This way you are setting them up for success by helping them get their head in the right place beforehand and encouraging them to review their performance afterwards so they can keep raising the bar.
What you should give feedback on
You can give feedback on anything that the other person can do something about. This could be feedback on their communication style, working practices or more general behaviour. The secret to giving meaningful feedback is to ensure it is performance focused as opposed to people focused. It’s not about whether they are a good or a bad person, it’s about helping them drive their performance through clear and direct language. Whenever possible avoid giving another person’s feedback. For feedback to be really effective it needs to come straight from the horse’s mouth.
Why you should ask for feedback in return
Remember to practise what you preach. Lead by example and demonstrate how much you value feedback by asking for it in return. Feedback will help you identify any blind spots or areas for your own development. It can also boost confidence and encourage trust and knowledge sharing. Be open-minded and listen attentively to what the person is saying without interrupting. Restate what you have heard to clarify your own understanding and show the other person you have heard what they are saying. You don’t have to necessarily agree with what they have to say but your aim is take it on board. Finish by thanking them for the feedback so they feel empowered to do it again in the future.
By committing to fostering a feedback culture in this way, your company will reap the rewards of more engaged and motivated employees who deliver improved commercial results.
