What To Do With Feedback
You know you should allow your team to give feedback, but you’re unsure of the best strategy to do so. The last thing a busy business leader wants to do is spend countless hours in meetings listening to complaints. Or take the time to schedule meetings to only receive general comments of “it’s fine.” Neither of these is ideal.
A free-form meeting with no agenda or discussion prompts will likely not be productive. While it is important for leaders to be good listeners, it’s even more important to be able to get to the root of the issue and provide solutions for your team. This can be achieved during feedback meetings by keeping the conversation structured and solution-focused.
In the third book in The Team Solution Series, The Retention Process, we introduced a tool to assist with this—the Quarterly Direct Report ScoreCARD. Using this tool will keep the conversation focused on tangibles and examples, instead of vague complaints. We also provide an example agenda in the Toolbox to guide you in getting the most out of these meetings.
We recommend that you make it standard practice to have supervisors meet with each direct report on a quarterly basis; allowing them to share their perspectives one-on-one. These meetings will keep leaders and their employees on the same page in regard to the role and expectations. This should be a time to openly discuss processes and systems, hear their wins and concerns, and work with them on solutions to the concerns.
While some feedback meetings will be great affirmations of the aspects going well in your company, the reality is that leaders will hear some negativity, complaints, problems, or criticism. This is part of leadership—you get to deal with both the good and the bad. And how you handle the bad will speak volumes about your company culture.
Keep these tips in mind (and share them with your leaders) when receiving feedback, especially when it’s less than positive:
Remember feedback is an opportunity, not a threat.
Don’t be defensive and listen with an open mind.
Remember the intention. Problems have to be identified before they can be fixed.
Ask questions for clarity. Make sure you fully understand the concern or issue.
Genuinely thank your employee for sharing with you. Let them know that you are receptive.
Act on it. Ignoring problems will only cause them to grow and will hurt your company in the long run.
Why it matters
When feedback is the norm and a two-way street in your company, you show your team the importance of communication. This will strengthen relationships with your team.
In a recent poll by Jacob Morgan on LinkedIn, when asked “What do you think caused the Great Resignation?” The majority at 68% responded, “employees not feeling heard.”
Individuals have unique perspectives. Hearing these can provide insight into issues that you were unaware of or strategies you had not considered. Receiving feedback on a regular basis from your team will result in them being more receptive when you give them feedback. Providing consistent opportunities for feedback positively contributes to employee engagement and work performance.
Workplace culture is the driving force of employee retention. Hearing feedback allows your team to feel valued and appreciated. These opportunities create a culture of worth and reduce turnover.
To start using the Direct Report ScoreCARD and other tools to create a culture of worth in your workplace, download The Retention Process Toolbox today.
Looking for tips for giving feedback? Check out this blog: https://www.thejoyofpursuit.com/business-builders-blog/feedback-is-a-gift
Be sure to share this article and the previous tips with the leaders in your company.
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