Author of the article: Elena Lensu.
Everyone says that feedback is important and that you need to be correct to each other, but let’s see why this is necessary.
One-on-one meetings are an essential tool for any manager. Part of the manager’s role is always to keep in constant communication with each of your employees, both to support them individually and to build communication within the team.
These meetings help you do just that, so you need to be sure to hold them regularly and develop your technique.
Whether you conduct 1 to 1 weekly, monthly, or quarterly will depend on your industry, management style, and the preferences of your employees. The important thing is that you get them often enough to serve their purpose.
Feedback is important to any person, regardless of the level and grade of the employee.
Lack of feedback or gross violation of the rules deprives a person of guidelines in the organization, in the business process and reduces his desire to work, thereby affecting the employee’s efficiency.
HR feedback is information about past behavior that is communicated to an employee in the present, hoping that it will affect his behavior in the future.
The problem is that in life, your manager most likely does not give you feedback at all, or gives it in such a way that it would be better not to do it at all. Worst of all, he does not even understand that this is a big problem, and lives by the principle “I am the director, I am not obliged to explain to you what I want.” So start with yourself and try to change this pattern 🙂
There are mandatory components of any feedback, skipping any of them, you reduce the effectiveness of communication:
- Synchronization (to understand point 0, who is where and what is expected, to correct employee behavior deviating from the standards)
How to do:
Asking open-ended questions. “Tell us about your work this month, what worked out, what difficulties did you face, what areas of growth would you single out for yourself?”
What will happen if you do not do it: you do not know how the employee thinks, you start telling your vision and conclusions (not the fact that it is correct), because of this, the risk of negativity increases and in the future the conversation is tense.
- Highlight positive manifestations
(these are manifestations that are worth scaling and maintaining, what you praise and pay attention for)
How to do:
Emphasize specific actions worth reinforcing. “You did really well when you researched the problem and came up with a proposal, so our meeting was productive thanks to you”
What if not: you learned how the employee thinks and how he evaluates his results, if you start with the analysis of mistakes right away, it may look like devaluation of achievements or ignoring, which will lead to negative and to the fact that the employee will not know what you encourage.
- Analysis of errors and identification of development zones (understand the reasons for the employee’s undesirable behavior, determine what affects their manifestation, point out them)
How to do:
- Discuss events and activities. Talk about specific facts, avoid generalizations and vivid emotional displays.
- Maintain eye contact. In virtual 1-on-1 mode, focus on the employee on the screen — he will notice that your eyes are moving to the sides or moving to the window.
- Personalize the statements – talk about your feelings. The phrase “I was upset when I found out …” – ok, impersonal exclamation: “This is simply unacceptable!” – negative.
- Focus on future action. Do not “stick” to finding out the reasons for the mistakes you made – go straight to the questions: “What will you do to prevent this from happening in the future?”
- Motivation (express recognition / support to the employee and support his high motivation, aim the employee at development in a specific direction)
How to do: Tell me about your vision of how [предстоящий проект] will come true, taking into account the type of motivation that the employee has.
What happens if you don’t: lack of motivation leads to reduced efficiency.
How to Make Difficult Conversations – Juniper Framework
- Get ready: Write down your thoughts so you can correctly name the problem and its consequences, define your feelings and express it all clearly. Also, do not forget to think about what you will hear in response and how you will react to it.
- Ask: Ask your coworker to share their thoughts, feelings, or perspectives first and really listen to what they have to say.
- Admit: Accept the point of view of your team members, repeat to them what you understood, and confirm their point of view.
- Express: Share your perspective on things by connecting their point of view with your own and filling in the blanks or leaving aside everything that has been explained.
- Decide: strive to find a solution and a plan for further action. Work together to meet both of your needs and thank your co-worker when you’re done.
Required sum up and ask a subordinate / colleague to speak in their own words, highlight key findings and set 2-3 action points.
Be brief – go straight to the main point and speak directly.
You can praise in public, but it is better to criticize in private.
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