Give 10 Golden Rules of Feedback


Many entrepreneurs skip the assessment interview with their staff. According to expert Jacco van den Berg, that's a bad thing. He argues for providing clear, open and honest (DOE) feedback.

Many managers find it difficult to give employees clear, open and honest feedback during the year. They see the evaluation interview as a courtesy ritual and cover the poor functioning of their employee with the mantle of love.

Sometimes the conversation is even skipped. A very bad thing. This is because there is a good chance that the employee - under the guise of 'no message, good message' - will conclude that he is functioning well, although this may not be the case.

Improve the chance of performance

Don't skip appraisal interviews and performance appraisals. Give your employee a chance to improve his performance. Be honest in which areas your employee can improve his performance.

Together you'll find out the reasons for possible poor performance and you make agreements to improve this. If you provide constructive feedback, this will motivate your employee to improve his performance and to continue to do his job well. But how do you provide constructive feedback?

Give feedback, 10 golden rules

If you provide feedback, for example during a performance review or appraisal interview, keep the following 10 rules in mind:

1- Feedback is specific and 'to the point'.

The more specific you are, the more the other can learn from it.

2- Feedback is descriptive and relates to behavioral aspects.

Don't say directly "you are doing this wrong", but describe the effect of his behavior. For example: "your working posture sometimes ensures that ...".

3- Both parties can take advantage of the feedback.

Immerse yourself in the situation of the other and ask yourself whether your comments can help the other. Does it benefit him?

4- Feedback is current.

Give your feedback as quickly as possible. Don't wait for an official meeting moment if this isn't forthcoming. You can then be more concrete and the chance of recognition is greater. You can come back to this during the performance appraisal interview. Give a compliment if it's resolved. And if not: discuss or rate the point.

5- The recipient is open to the feedback.

Check whether it's the right time to give feedback. Try to talk to someone in private, at a quiet moment. But don't wait too long. See rule 4.

6- Alternate complementary and corrective feedback.

Compliments and pat on the back often fall short. A pity, because that way we miss an opportunity to motivate the other.

7- Describe the behavior that you have observed.

State specifically what you have observed, don't give interpretations. It's about the concrete facts.

8- Tell what effect the behavior of the other person has on you.

If you're dissatisfied or angry, say so. Use 'I messages' instead of 'you messages'.

9- Check whether the other person has understood the feedback.

If necessary, ask questions such as: "Do you recognize that?" or "Do you understand what I mean?"

10- Give suggestions for changing the behavior.

If you want to correct in a good way, offer an alternative.

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