Close
Skip to content

5 Comments

  1. Zac
    October 9, 2017 @ 7:28 am

    Great ideas to think about. I’ve often struggled with how to have the tough conversations. I have a hard time stopping myself from framing the conversation in negative terms (e.g. “I don’t like…”, “stop doing…”, or “don’t do…”).

    I’ve decided to do my best to couch the conversation in positive ideas with the goal of getting better. Sometimes I use the rhetorical device of comparing strengths and weaknesses. What does the junior think are his or her strengths and weaknesses? What do I think their strengths and weaknesses are? How do they want to be better? How can I help them be better? Often we see things the same way. Simply getting the idea out in the open makes it much easier to discuss. I think it is especially true if the conversation is less of a correction and more of a starting point for improvement.

    Reply

  2. The Military Leader
    October 10, 2017 @ 7:23 am

    You’re doing a great job, Josh. Keep it up!

    Regards,

    Andrew Steadman Cell: (757)650-7783 Email: acs.140.6@gmail.com Website: http://www.themilitaryleader.com Facebook: http://www.facebook.com/MilitaryLeader Twitter: @mil_LEADER LinkedIn: Andrew Steadman

    What I’m listening to… >

    Reply

  3. Ben
    October 10, 2017 @ 9:31 pm

    Good and concise article. I find that time is most valuable. Like Christmas shopping, don’t wait till the last minute. If you see something in June that you know your significant other will like, get it then and stash it away till the holiday. If you wait till the last minute, the recipient can tell you didn’t put a lot into the effort. Same goes for gathering content about your team members. When you observe the behavior, make notes (preferably written) and stash away for the time when it’s appropriate to give the feedback. This of course takes time, organization, and effort, but the quality usually turns out much better.

    The part about gaining expertise in your subordinate’s job I would say cannot always be realistic in what Peter Drucker refers to as our “knowledge worker” environment. Some jobs become so technical that leader is unable to effectively gauge the quality of the work. For example, if you hire a web programmer, say even as a contractor, and you don’t really know the job (that’s why you hired it out, right?), then you’re at a real disadvantage for providing solid feedback. It’s not like you can say, “Oh, wow, what clean code you wrote there,” when you have no idea. Sure, you can look at the results…but again, much can be hidden behind a sloppy job. Kind of like a dishonest auto mechanic who bills excessive hours for a job that took less than one hour. How do you know? Trust is key.

    Reply

  4. A Final 3×5 Leadership Reflection on 2017…and A Look Toward 2018! | 3x5 Leadership
    December 26, 2017 @ 6:07 am

    […] 2. The Lost Art of Giving (Negative) Feedback […]

    Reply

  5. Getting in the Arena: Creating a Culture of Truth & Feedback – 3×5 Leadership
    March 22, 2019 @ 2:41 pm

    […] The Lost Art of Giving (Negative) Feedback, 3×5 Leadership […]

    Reply

Leave a Reply

%d bloggers like this: