Getting feedback can be a mixed blessing. Managers may receive constant feedback—information that communicates progress or lack of progress. However managers will confirm, not all feedback is helpful. Results can be determined just in delivery of the feedback—whether is constructive or deconstructive.
A common rule of thumb is that feedback should simply be useful information that guides further action. Feedback provides managers an accurate picture of reality. It informs managers how they are progressing toward a specific goal.
Unhelpful feedback, on the other hand, is absent of corrective nature. The missing link. It does not provide managers the learning and alternative actions needed to improve.
When managers receive helpful feedback, it plays a significant role in improving performance. Feedback is beneficial to a manager when it is closely linked to expectations, accurate, easily accessible, understandable, measurable, and directive of next steps.
As a part of removing obstacles to performance, organizational leaders ensure feedback mechanisms that keep managers informed and focused in the right place.
- Feedback is based upon established expectations.
- Feedback guides action.
- Feedback is easy to understand.
- Feedback is corrective.
Think about your organization. Is your feedback corrective and driving performance or is your feedback detouring performance? Your answer makes a directional choice for you on the road you will be taking when it comes to profitability.
As a review:
Next week, I will present Performance Lever 5: Resources.
Tim LaMacchio, Business Performance Engineer, Red Book Solutions