Feedback is the breakfast of champions!

There's nothing like constructive feedback for improving and changing employee performance. And for organizations looking for a big return on investment. Well, look no further. This is it! Feedback costs nothing. Anyone can give and receive it at almost any time. And, done correctly, it has far-reaching and long-lasting results.

For feedback to be truly effective, keep it SIMPLE.

Sensitive

Start establishing relationships by respecting people's sensitivities. When giving feedback, this means being aware of the issues and buttons that help and hinder effective feedback. For example, if the person that you're giving feedback to is hypersensitive or overly emotional, consider saving the discussion for the end of the day, and preferably on a Friday. That way, the person has opportunity to think about what's been discussed, and if it's less-than-favorable, there is opportunity to regain one's composure and not have to face an office full of inquiring minds. Also, think about the different sensitivities that come from diverse cultural backgrounds. There are also different perceptions based on age, gender, ethnic and religious background, sexual orientation and race. Consider those factors when giving feedback.

Issue related

If you're looking to give feedback on a specific subject, made sure that it's just that... specific! Keep it relevant to the issue at hand, and don't load on "other stuff". If you want the person to focus, then it's important for you to focus, too. Resist the urge to cover just "one more thing".

Meaningful

Can the person take action on the feedback you're giving? For example, an employee may have a problem getting to work on time. If the feedback is designed to reaffirm the company's attendance policy, and get the employee's commitment to be on time, you may be missing the mark. If the root of the problem is that the school bus comes late each morning, and the employee cannot leave until the school bus has picked up her first-grader, then the feedback needs to be designed to address the issue at hand - the school bus schedule and how the work schedule might be flexed. Getting feedback on areas where you can exercise little or no control only leads to frustration.

Prompt

Feedback is best given shortly after the event that triggers the need for feedback. If the employee has done something well, don't wait until the quarterly review to mention it. Likewise if performance problems need correction. Frequent, sincere and applicable feedback helps to promote an environment of open and honest communications. There's no time like the present! And remember to use feedback for the positive as well as the developmental area.

Listen

Although by the very act of giving feedback you're the one speaking, you can make feedback more effective by making it two-way. Use active listening skills, both attending and reflecting skills. Be aware of body language and use repetition and paraphrasing. Check for understanding, and let the person that you're talking with know that you really understand the core of his or her message.

Easy to understand

Use words, analogies and examples that are easily understood. Be careful of jargon or slang. If the person has a different cultural background, be aware of language that might be misinterpreted. Use neuro-linguistic programming (NLP) to help others take in and process information more effectively. If the person is more visual (processes information best by seeing), write things down, use pictures or flip charts. If the person is more auditory (processes information best by hearing), make sure that there is lots of two-way discussion. If the person is kinesthetic (processes information best by doing), think about using role-plays or games to emphasize a point.

Use feedback that's SIMPLE to aid in employee development.

Lynda Ford, author of this article, is president of The Ford Group, a consulting firm dedicated to improving organizations through their greatest potential resource people. Her first book, FAST52: Building an Exceptional Workplace Environment has just been published. She can be contacted by e-mail at lynda@fordgroup.com, or by phone at (315) 339-6398.

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