Effective feedback is a cornerstone of strong leadership. But how do you balance positive and constructive comments to truly motivate and inspire your team?

The Art of Giving

How much positive and negative feedback should leaders give?

While research has yet to agree on the ideal positive-to-negative feedback ratio, a general rule of thumb is positive more than negative feedback. Leaders who tailor their approach to the individuals in their team are likely to achieve greater success due to the high variability in feedback preferences.

Some prefer brief, constructive feedback. Others thrive on a high degree of positive feedback, not necessarily to boost their ego, but as a guide and assurance that they meet expectations. An absence of positive feedback for these people can be de-motivating and derailing.

Leaders may have preferences for the type of feedback they give.

Many find positive feedback easier to give than negative. However, some leaders are adept at providing swift, constructive feedback but hesitate to give positive reinforcement. The mindset of “Why would I pat someone on the back for doing their job?” can be a missed opportunity to motivate and reinforce desirable behaviours.

Constructive Feedback

How to deliver negative feedback effectively.

Negative feedback is often the hardest to deliver and is a common challenge for leaders. It is challenging because of the risks involved. Some fear hurting or offending someone, while others may fear conflict or creating a potentially volatile interaction. Others may feel that it is a waste of time and effort due to past experiences. Avoiding these hard conversations, however, does not solve the problem.

Fortunately, there are many controllable actions we can take to deliver feedback effectively and respectfully:

1. Prepare for the Conversation by Considering:

Your Intention: Constructive feedback should help or support someone rather than harm, embarrass, or shame.

Your Tone and Body Language: Use a respectful tone over a dismissive, insulting, or defensive tone.

The Environment: Opt for a safe, neutral, and private space where you can have face-to-face dialogue (if possible).

2. State the Observed Behaviour

Have Clear Examples Prepared: Be factual and objective without using emotive language.

Be Clear and Concise: Avoid skirting around the issue, being vague, or subjective.

3. Explain the Impact

Describe the impact of their behaviour on the individual, team, organisation, or customer and its importance.

4. Stop. Ask. Listen.

• Park any assumptions you may have.

• Ask questions to hear their perspective, allow them to respond, and listen to understand.

• Be prepared for a variety of responses and feedback triggers.

• If emotions are running high, pause the conversation.
  

5. Conclude with Next Steps

If relevant, agree on a solution, way forward, or commitment.