There are some key components to consider when giving effective feedback.  Effective feedback

• comes from a knowledgeable source
• helps employees do their jobs better
• is fair and accurate
• is frequent and ongoing
• is timely and balanced
• is descriptive versus interpretive

It is also imperative to know

• WHO should receive feedback
• WHAT needs to be heard
• WHERE it can be given
• WHEN it is appropriate
• HOW you will give it
  

Answer those questions, then practice by writing sentences or phrases that you will use when giving feedback.  Describe the behavioral issue or concern.  Express your feelings and the impacts of the behavior.  Specify more acceptable alternative behaviors.  Clarify the consequences for changing or failing to change.

Who hasn't heard that phrase before?  How do you feel when it is directed toward you?  Giving effective feedback is a skill that greatest leaders and managers have mastered.  There are two types of feedback conversations.
Feedback for improvement

• Areas for growth and career development
• Slight adjustments and course corrections
• More significant performance issues

Reinforcing feedback

• Career
• Recognizing positive/productive behaviors
• Casual acknowledgement
• Public recognition

Think of a time when you received feedback that either made a major positive impact or was a negative experience.  Spend a few minutes writing about that experience.  What made it positive or negative?  How was it delivered?  How was it received?

In our next post, we will discuss key principles for effectively giving feedback.

An interesting discussion by Seth Godin on the difference between leadership and management.

Leadership: To a great extent, an employee’s experience at a company is shaped by his or her boss; employees rely on supervisors for everything from communication to promotions and rewards. Not surprisingly, a number of studies show that ineffective supervisors – that is, "bad bosses" – are the largest single factor driving employee turnover.
The Employee Retention Challenge –  Development Dimensions International

Myths About Motivation Most supervisors believe money is the top motivator.  Money is not the top motivator.  Many studies show that good income is usually ranked in the middle of the list of ten top motivators.  Compensation is usually viewed for its exchange value.  Employees "expect" a paycheck in return for completing their work.  Employees want to feel as though their contribution is important.

In those same studies referred to above, managers rate good wages, promotions and job security far higher than do employees.  Employees indicate their top motivators are appreciation for a job well-done and feeling "in on" things.

There is a direct correlation between the expense of incentives and level of satisfaction with those incentives. 

The most important incentives for employees are non-cash rewards.  Employees who feel valued for their work and who receive public praise for their good efforts are the most satisfied employees.

Most employers think that motivational rewards to employees, such as development opportunities, will result in higher turnover.  In fact, the opposite is true.  The more you develop an employee's marketability, the more they want to stay with their current employer.  Development is particularly important for Generation X, who value an employer that allows them to acquire new skills and add challenges to what they do.