Giving Feedback

The most effective way to review staff performance is to provide delegates with constructive feedback sessions after each task. Use these meetings to recognize and analyze achievements, and to discuss problems and solutions. But be sure to avoid laying blame.

Being positive

One-to-one review meetings between delegator and delegate can achieve either constructive or negative results. To establish a positive environment, treat the session as a discussion between partners: air and discuss problems openly, and acknowledge achievements readily. Unless it is necessary, do not use the meeting to assert your authority, and ensure that any criticisms of the delegate’s work are as constructive as possible with a view to improving performance.

Discussing progress

When reviewing a delegate’s performance, be positive both in your praise and in any criticism you provide. Use the meeting as an opportunity to encourage a delegate who may be experiencing difficulties with a particular assignment.

Reviewing performance

For a final performance review to be effective you should systematically work through a clearly established agenda. Look especially at whether the final objective has been achieved. Consider:

• Did the delegate encounter any problems that meant revising the initial brief?

• Were the task’s allocated resources adequate?

• Was it necessary to take drastic action following poor handling by the delegate?

Even if no problems were encountered, consider and discuss whether there are any changes that could be made that would improve general performance and efficiency in the future.

Questions to ask yourself

• Am I adopting a positive and helpful attitude during review meetings?

• Is the delegate presenting me with all the essential facts?

• Am I encouraging delegates to provide their own solutions?

• Do I avoid allocating blame when mistakes occur?

• Am I using review sessions to develop delegates?

Avoiding blame

From time to time, events will not proceed as planned: projects will go over budget, schedules will not be kept, or a particular task will have to be done again. When things go wrong, avoid the temptation to apportion blame – this may discourage the delegate. Instead, use a feedback session to analyze what has gone wrong to ensure that lessons are learned and that similar mistakes are avoided in the future.

Offering feedback to your manager

When reporting on progress to your manager, try to be selective about the information you offer. There is little need to report back on every single aspect of a task. Your manager should neither need nor want to know every detail in order to assess your progress. If you are presenting either verbal or written information, report only on essential developments. Avoid the temptation to exaggerate those aspects that are going well, or to gloss over what is going wrong. If you have encountered problems or difficulties you wish to discuss, explain the causes, and state what action you propose to take. End the meeting by asking whether you have covered every issue of concern to your manager.