Identifying the root cause of performance gaps will, in most cases, create an atmosphere of objectivity in which both you and your direct report can contribute in positive ways. Your statements won't seem like attacks to your direct report; consequently, he or she won't be on the defensive. Instead, you'll be working together to address "the issue," which often lies outside the subordinate (e.g., lack of proper training, too few resources, the workplace environment in general). Some of the following strategies may help you offer more useful feedback:
- Encourage the employee to articulate points of disagreement
- Orient feedback toward problem-solving and action. To keep the ownership of the problem with the employee, give the employee the first opportunity to suggest a plan for eliminating the performance gap.
- Give feedback without the use of subjective, general attributes. Comments such as "You aren't a leader" or "You aren't committed" are not helpful.
- Avoid generalizations, such as "You just don't seem involved with your work," in favor of specific comments that relate to the job, such as "I have noticed that you haven't offered any suggestions at our service improvement meetings. Why is that?"
- Be selective in the data you choose to share. You don't need to recite every shortcoming or failing. Stick to the issues that really matter.
- Give authentic praise as well as meaningful criticism
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