How to: Deliver Constructive Feedback

When staff are underperforming or behaving inappropriately, you need to intervene respectfully and give constructive feedback. Help them to understand how they’re not meeting expected standards and what they need to do to improve.

What does this look like?

Managers who give constructive feedback effectively:

address issues promptly and firmly
don’t allow problems to fester
regularly review performance
deal effectively with problematic behaviour
can make difficult decisions when necessary.

How can I do this?

1. Create and communicate clear standards

Make sure people know exactly what you expect from them.

Take the time to talk to your staff about expected standards of performance and behaviour.
Write 5 – 10 key result areas and indicators of achievement.
Focus not just on standards but also on goals that are yet to be met.
Think through the consequences for your unit and your clients if standards aren’t met.

2. Set realistic timeframes

Before setting timeframes for improving behaviour and meeting standards, think about how long it took you to achieve that standard.
Give people realistic, clear and definite timeframes.
Talk to people about how long they think it could take to address issues.
Recognise that improving performance and behaviour can be difficult.

3. Know when and how to deliver constructive feedback

When you have to give difficult feedback, meet with the person as soon as possible.
Choose an appropriate time. Avoid busy days and Fridays.
Think ahead about what you want to say. Write down key points and stick to them. Don’t get distracted.
Anticipate the response, including ‘worst case scenarios’ and prepare your response in advance.
Have at least one solution that could help address the issue. Provide a ‘way back’ not just a ‘way out’.
Focus on the problem not the person. Talk about the gap between their performance and the standards you’ve communicated.

4. Be prepared for pushback

It’s not uncommon for people to become defensive and emotional when they receive negative feedback.

Avoid inflexible words such as ‘always’ and ‘never’ which can make people more defensive.
Actively listen to their views and acknowledge that you’ve heard them.
Return to the evidence and the facts.
Commit to helping. It’s your job to remove obstacles and help people succeed.
Allow people to save face. Provide options. Concede small points.
Give people time to process what you’ve said.
Stay calm and composed.

5. Know when to end the conversation

There comes a point when there’s nothing more to say and the meeting needs to end.

Let the person know the conversation will be ending. For example, say ‘We need to wrap up in 2 minutes. Is there anything we still need to cover?’
Keep meetings as short as possible.

6. Be polite and compassionate

Treat people with dignity and respect even if you don’t like their behaviour. Be polite and compassionate. Aim for ‘compassionate honesty’ rather than ‘brutal honesty’.

Brutal Honesty	Compassionate Honesty
Makes only the ‘truth-teller’ feel good.	Is difficult for both speaker and recipient.
Assumes wrongdoing of the recipient.	Understands that the recipient is intelligent and can make the best decisions about their life.
Isn’t essential for the recipient to know.	Is vital that the recipient know.
Is usually spontaneous.	Is usually expressed after a great deal of thought.
Is said in irritation.	Is offered out of concern for the other’s well-being.