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disappeared, and managers started avoiding employees, following the ageold adage, If you dont have something nice to say, dont say anything at all. Many employers were not prepared to answer many of the tough questions coming in from their staff, even though the time to be communicative became imperative within the stress and anxietyridden workplace atmosphere. Murphy also adds that managers generally arent taught how to give actionable feedback. If an employee does a brilliant job writing a report, and her manager says, Great job, how is that employee supposed to know what specific things she should do again? Seeing as how only 21 percent of employees reported that they know their job performance is where it should be, Murphy recommends several strategies to help managers boost their feedback skills. He notes that managers should roughly double the time they spend interacting with their employees and make all feedback,
of employees report that they have too little interaction with their bosses.
whether positive or negative, highly specific and behaviorally explicit. To make feedback powerful, he says, Managers need to give feedback often (before it balloons into a bigger issue), make it crystal clear exactly what needs to be fixed and how, and then avoid sugarcoating the feedback. Too many leaders make the mistake of trying to squeeze a negative performance critique in between layers of positive reinforcement. Its a mixed message that gets zero results. The survey sample consisted of 3,611 workers from 291 business and healthcare organizations, the majority of which were in the United States and Canada.
Aparna Nancherla is an associate editor for T+D; anancherla@astd.org.
Source: Leadership IQ
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