|
Feedback is one of the most important tools in a manager’s toolkit, and too often, it is underutilized.
It’s not just that bosses withhold it — although sadly, some do — it’s that those who dispense it need to upgrade it.
To understand what I mean, here’s my definition of this critical tool: Feedback is information with intent to influence.
Let’s break down those components.
Information: To be effective, feedback needs to have substance. Specifics. Examples. Ideas.
Consider the difference between: “Great job on that story” and “What I really liked about your story was the clear diversity of sources.”
Intent: Your feedback isn’t accidental or casual. You’re proactive about feedback because it’s part of your commitment as a leader.
Influence: You craft your feedback for each person so it has maximum impact on the individual and their work. You know exactly what you’re trying to grow through your thoughtful communication.
Here’s an assignment for you. List a few people who report to you. Then think about what it is you would like them to do more of or less of, stop or start — or keep doing just the way they do it. In other words, the things you’d like to influence. Think about their own goals (which you should know), along with their unique personalities, work and communication styles.
Then, very intentionally, create a feedback prescription for each. Fill it with specificity and sincerity. Deliver it — update it — and keep delivering. Then enjoy the impact.
Get more career advice: Read Jill's columns | Watch Manager's Minute videos
| 
