Printed in the University of Southern California Digital Commerce Center

By Stephen Xavier, Managing Partner
Cornerstone Executive Development Group

also in the Los Angeles Business Journal,
February 25 - March 3, 2002

Often, managers and their employees share different sides of the same complaint. Management complains that subordinates don't perform up to expectations, while subordinates say they aren't informed of what's expected of them. Management complains subordinates have difficulty delivering quality results, while subordinates complain they aren't given the resources to deliver quality results.

Sound familiar? This happens in many organizations and in most cases each side blames the other. The reality is that although both sides are accountable, the responsibility ultimately rests in the hands of management, at least initially. Once boundaries and expectations are clearly defined, then and only then can you as a leader shift that responsibility to the employee. In other words, the solution to this problem is to provide feedback that is delivered in a timely, effective and appropriate manner to all direct reports who are performing both above and below your expectations.

A few important distinctions should be made regarding employee feedback. Too often feedback is given only when someone does something wonderfully right or miserably wrong. However, feedback is a great tool to communicate effectively with all employees, whether they're high performers, marginal performers, poor performers, or those who probably don't belong in your department or organization at all.

Feedback is most effective when it is used to deliver performance evaluations in a way that is non-judgmental and does not make the employee defensive. It should simply be the sharing of information with the goal of moving people towards action and improvement.

When is it appropriate to give feedback? Any time you want to improve the performance of your employees, give corrective guidance when people are making mistakes, let them know the consequences of their actions, or reward people for a job well done.

Why give feedback? Remember, part of your role as a leader is to let people know how they are doing. If you don't tell people how they are doing, they will very likely assume that they are doing a good job, an assumption that can lead to trouble - for them and your organization.

The following is a seven-step model of feedback delivery. Before starting this process, however, make sure the feedback is delivered in private and preferably on your turf. Be well prepared. Have notes prepared in advance of the meeting that cite specific examples of the behavior to be discussed.

Step 1. Once the employee is sitting with you, always state the purpose of your feedback. For example, "Sally, I want to address an issue of performance with you today. Let me share a few thoughts with you."

Step 2. Describe specifically what you observed. "Yesterday I saw you come in late for the third time this week. You were 30 minutes late."

Step 3. Describe your reactions. "I was surprised. You're usually so punctual."

Step 4. Give them an opportunity to respond. "Would you like to say anything about this?"

When allowing employees to respond, you can expect one of three possible kinds of reaction: denial, justification or accountability. Should an employee respond with denial or justification, it is important that you just listen rather than rebut or defend your position. Although accountability is the preferred response, it often takes employees time to become confident that their job is not in jeopardy and that they can own up to misdeeds without reprisal. Giving feedback, both positive and negative, on a regular basis builds an employee's trust in you and will help them to be more accountable in the future.

When they have finished their response proceed to Step 5. Offer specific suggestions for improvement. For example, "If you are having car problems, perhaps you can join the company carpool or rideshare with a co-worker." Be clear and direct in your suggestions. Be creative too. Perhaps you can engage them in helping to solve the problem with you. Be empathetic yet flexible. The solution may require some change on your part, such as altering your employee's schedule to accommodate a sick child at home, elder care, etc.

Step 6. Summarize the conversation with them, restate the issue, reiterate possible solutions that were discussed, and most importantly offer your assistance, where possible, to get the problem solved. After all, the goal here is to solve the problem, improve performance and move on.

And finally, Step 7: follow-up. At the close of the feedback session, let the employee know that either you or they need to initiate the next meeting to review their performance and/or behavior. Sixty to ninety days is just about enough time to have observed them and schedule a review session. The follow-up should be structured in a similar fashion to the first review session. Start by reviewing the previous feedback, followed by changes, if any, that you have observed and either praise for a job well done, or additional feedback with corrective actions.

This level of vigilance creates clearer lines of communications between you and your direct reports, and also clarifies expectations so each party knows what the other wants in precise terms.

Feedback is not an opportunity to blow off steam; it's meant to be constructive. Deliver the feedback in a timely fashion as close to an inciting event as possible. Try not to overwhelm people by giving them too much information. Stick with one or two issues at a time.

Also, for every piece of negative feedback, it pays to also give four pieces of positive feedback. It's a good morale-builder and will motivate people who want to improve. Finally, be open to asking for and receiving feedback from those who you report to. You may be surprised at what's on their mind. In the end, feedback benefits everyone.

Stephen Xavier is the Managing Director of the Cornerstone Executive Development Group, Inc. located in Thousand Oaks, CA; a consulting firm specializing in Executive Coaching and Leadership Skills Development since 1987. He can be reached @ xavier@cedg.com