One of the most valuable things a manager can provide to their employees is effective communication regarding constructive feedback. If one goal for your department is for your workers to take on more advanced roles in the organization and meet your succession planning objectives, feedback is one of the most effective ways to achieve this.

When offering constructive criticism to employees, managers should want to show that they’ve given the matter extensive thought. One strategy for preparation is to develop a clear and detailed outline of what you want to communicate. Managers should ask important, thought-provoking questions, such as what issues they want to raise, and how they would like to see this employee improve. Feedback from supervisors is likely to resonate more when context is provided. So, part of the planning process should include organizing specific examples that help demonstrate how the employee’s performance impacts the department and team’s ability to meet specific business objectives. For example, if an employee has a habit of missing deadlines, one might say when your time management and completion of a project is inconsistent, the entire team is affected because everyone must provide additional time to meet the obligation to the client.

Aim to be kind but candid when delivering constructive feedback to employees. Managers should never be harsh, but they also must ensure they are not sugarcoating their messages, especially when addressing serious issues. Vague language, for example, may provoke a shrug and a disengaged response from the employee. On the other hand, clear language leaves no doubt in the employee’s mind about what the problem is and why they need to resolve it quickly.

With vast changes in the workplace, such as remote and hybrid working, in-person meetings with employees aren’t always possible. So, managers may be tempted to address feedback in an email when an issue arises. This approach can create unnecessary complications in several ways. For one, a written critique can seem excessively cold and formal since you don’t have the chance to temper it with body language and non-verbal cues. Managers also risk kicking off a lengthy back-and-forth, especially if the employee feels the need to be confrontational from the cold attitude this method can relate to. When you need to give feedback to off-site workers, a better approach is to arrange a one-on-one video call.

When giving feedback, don’t just address the problem, as managers should help employees be proactive by offering solutions. Whether you have to provide the employee with additional training, give more frequent direction or streamline a flawed system, do what you can to help the employee rectify the problem quickly. Ensure with every part of negative feedback you express confidence in the employee’s ability to improve. The only exception to this rule is if the worker has made zero effort to act on previous criticism, in which case you may need to take more formal action. Your employee should leave the meeting with a clear idea of where they are falling short and what they can do to get back on a positive track. They should also be encouraged by the knowledge that you have faith in their ability to course-correct.

When providing feedback to employees, keep an open mind and allow your team members to explain their side of the story. You may learn of legitimate circumstances that have made it difficult for the employee to deliver their best performance. You may even realize that the issue is a symptom of a more significant underlying problem affecting other team members. Making the meeting a conversation will also help the employee feel more comfortable overall and likely more receptive to your feedback. In some cases, workers will be more inclined to make a change for the better simply because they’ve had an opportunity to explain to you, person to person, why they’re struggling or what obstacles impede their success.

Managers should consider scheduling a follow-up meeting while also ensuring the employee has a reasonable amount of time to make measurable changes. Depending on the type and level of constructive feedback you provided, your team member may need a few weeks, or longer, to fully process your comments and incorporate your guidance into their daily routine. Thorough preparation can make all the difference in whether your messages will be well-received. But know that some workers will be embarrassed, or even upset, to hear their professional performance is not up to standards. So be sure to underscore all along the way that you are taking the time to offer feedback precisely because you want to help them succeed.

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