Feedback: Letting them know where they stand

Unless you?re an unusual person, you likely are reluctant to address issues with your people, especially those that tend to be unpleasant. Since you are busy anyway, it?s easy to put off the need to confer with a person about problems that you hope will solve themselves. They usually won?t. Or you may rationalize your reluctance by waiting until the person?s performance review?which may delay appropriate action for a quarter, six months or even a year. Untreated wounds fester.

Problems, whether interpersonal or operational, rarely resolve themselves and the longer they go ignored the worse they usually become. However, here are three steps that will assist you in making a chore a positive experience for all concerned.

Step One. Be certain that you have a clear understanding of the issue or problem and that you can support your point of view. If you only express an opinion without evidence you are less likely to gain commitment necessary for the person to change undesirable behavior, improve communications, enhance a skill, etc.

Step Two. Schedule a time to confer with the person in private in order to avoid appearing threatening and creating an adversarial atmosphere. Assure the person that you are seeking a win/win solution that will enhance his or her ability to progress in the organization. Express understanding and compassion.

Step Three. At the end of this session, schedule a follow-up time to allow the person to respond with personal ideas about how best to gain concurrence in order to meet his or her needs and to achieve your expectations. This will allow you to dialogue openly and directly on a continuing basis. However, if the issue is not resolved, you will be able to document your action from a positive perspective.