Performance feedback : opportunities and hazards

Eugene Veselov, MBAGlobal Delivery Manager @Trinetix

Lack of candid dialogue between boss and subordinate — which not only prevents the organization from improving, but also stymies individual development.

Harvard Business Review

General rules

● All employees need feedback (superstarts as well)● Presume an employee has reached the limits of his/her

performance.● Be specific (no generalization or exaggerations) ● Communicate on regular basis. Give timely feedback● Separate feedback from compensations and promotions

ABC Format

A is for accurate. Be accurate by reflecting an objective description of what occurred.

B is for behavioral. State the problem in performance terms (what was seen or heard).

C is for consistent. Be sure to include what was done, the impact, and how it will be eliminated (negative) or repeated (positive) in the future. Identify development areas, even if there are only a few.Check for understanding. Focus on the future and ask about motivations and goals.

Giving a positive feedback

● Do not mix positive and negative feedback● Do not use positive feedback to manipulate● Do not praise the wrong things - intelligence, talent, and abilities

instead of efforts

● Regularly express appreciation !

Giving a negative feedbackCreate safety. Your feedback usually won't be productive if it's focused on making the other person feel bad(!)

Be positive. Positive feedback stimulates the reward centers in the brain, leaving the recipient open to taking new direction

Giving a negative feedback

Be specific. People generally respond better to specific, positive direction.

Be immediate. The adult brain learns best by being caught in action. Bottom line - give the objective, specific, forward-moving type of feedback

Eugene Veselov, MBAhttps://ua.linkedin.com/in/eugeneveselov

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