Giving Effective and Valuable Feedback | Skillmidas Creations | Skillshare

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Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Watch this class and thousands more

Get unlimited access to every class
Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Lessons in This Class

12 Lessons (47m)
    • 1. Feedback Matters: Course Overview

    • 2. Timing Matters: When Should Feedback Occur?

    • 3. Preparation Matters: Preparing and Planning

    • 4. Location Matters: Choosing a Time and Place

    • 5. Delivery Matters: Delivering Constructive Criticism

    • 6. Improvement Matters: Crafting an Action Plan

    • 7. Goals Matter: Making Your Action Plan Work

    • 8. Emotions Matter: Diffusing Anger or Negative Emotions

    • 9. Process Matters: What Not to Do

    • 10. Follow Up Matters: Tracking Changes

    • 11. Support Matters: Focusing on Growth

    • 12. What's Next? Wrapping Up

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About This Class

Effective feedback and constructive criticism can be a powerful and helpful tool when working people or in a team, especially when used with the intent of helping or improving a situation in the workplace. Your ability to give helpful and valuable feedback can endear you to your team and help move your projects and business forward.

However, it can be one of the most challenging things not only to receive but also to give. It can often involve various emotions and feelings, which can make matters delicate.

But It is a skill that can be learned and developed with the right information, tools, strategies, and practice. In this course, you will learn how to develop your skillset for giving and receiving helpful and valuable feedback and criticism that is able to advance your team and business interests, while elevating your reputation with your team.

Course Objectives

You are able to give more effective feedback when you know what it is, how to go about it, and the purpose that should drive you in the first place.

By the end of this course, you should be able to:

  • Understand how timing and location impact giving and receiving feedback

  • Learn how to prepare and plan to deliver constructive feedback and criticism

  • Identify strategies for ensuring your feedback is valuable and helpful

  • Describe how emotions and empathy impact feedback and constructive criticism

  • Access tools and workbooks for reflective practice

  • Describe and use strategies for turning feedback to growth

Meet Your Teacher

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Skillmidas Creations

Personal and Business Transformation



Hello, I'm Ayo Simon. I am the learning and development consultant at Skillmidas Creations. 

Our Goal is to help our students develop needed personal, career, and business skills, pursue their most important goals and achieve their dreams.

Please feel free to take our classes and leave your feedback for improvements. Thanks

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1. Feedback Matters: Course Overview : Constructive criticism can be a helpful tool when used with the intent of helping are improving a situation in the workplace. However, it can be one of the most challenging things, not only to receive and, but also to give. It can often involve various emotions and feelings which can make matters delicate. But when management learns effective ways to handle and deliver constructive criticism, employees can not only learn from their mistakes, but even benefit from them. 2. Timing Matters: When Should Feedback Occur? : When should feed back occur. One aspect of delivering constructive criticism is in knowing the right time and opportunity to deliver in some instances can be addressed on the employee's next annual review, while others should be addressed right away. If it is done too soon, it could make the employee doubt their abilities and affect their job performance. If delivered too late, then the employee may ignore it altogether and dismiss any help at all. Identifying key situations can help decide when feedback needs to be done. Repeated events or behavior. An employee that displays repeated negative behaviors or patterns should be addressed in order to either stop or prevented in the future. Before addressing the problem, the employee should be monitored to ensure the event or behavior is reoccurring, not a onetime incident. Once it has been identified, the employee should be addressed in private. Privately, a resolution can be found to end the behavior and prevent it from happening further without embarrassing the employee in front of other coworkers. Examples, an employee is constantly tardy to meetings, although they contribute throughout the session. An employee turns in their reports in the incorrect format, but they are always on time. An employee works hard during the day, but takes long breaks and lunches. Breaches and company policy. Situations such as tardiness, improper dress, and poor performance are examples of a breach and company policy. Problems such as these should not wait until the employees and extra review, but should be addressed right away. If not properly handled the employees behaviors can start to affect others in the office and disrupt the workflow. Employees should be reminded of the company policy, including guidelines to follow and possible consequences for misconduct. Examples, excessive tardiness or absences, consistent violation of dress code policies, disruptive behavior to other employees, continued unsatisfactory job performance. When informal feedback has not worked. Informal feedback includes actions such as a helpful reminder, a discussion in passing, or even an email or memo. Many managers will try one of these methods or another to address a problem with an employee and keep the constructive criticism to a minimum. But when Informal methods do not work and the behavior continues, the manager needs to then find a form of formal feedback to speak with the employee. Formal feedback, as the name suggests, usually involves a more planned or structured approach, such as a meeting or review. These actions normally allow more direct contact with the employee and can better address the problem as well as a solution. Example of formal feedback. Private meetings or discussions, personal follow-up after a particular incident, employee review or appraisal immediately after the occurrence. One of the best times to deliver feedback is immediately after the incident happens. This way the behavior or problem can be addressed right away. If a problem is ignored and allowed to continue, it can not only affect the employee, but co-workers as well. The longer the behavior goes on or the more time that passes after an incident, the value and effect of the feedback decreases. Formal or informal feedback can be used as long as it effectively resolves the problem. Tips, speak with the employee privately. Addressed the problem. Don't criticize the employee. Find a solution and how it can be implemented. 3. Preparation Matters: Preparing and Planning: Preparing and planning. Management generally finds it easier to deliver any form of constructive criticism once they have prepared what they wanna say and how they want to deliver it. The key is to decide what problems or situations you want to address and how you can provide the employee the information they need to succeed. Careful preparation, clear information delivery, and a sense of sensitivity toward the employee. Not only result in better employee performance, but possibly a better relationship between management and employees. Gather facts on the issue. Before you can begin to address any situation you have to gather the facts. It's best to make a quick list of what you'll need to cover and what information you'll need to do that. This can include employee performance stats, memos, emails exchanged, or even notes containing your own personal observations. If needed, include information from company policies or training guides. The more facts and information you gathered beforehand, the more prepared you will be when the time comes to meet with the employee. Hints. Review the reason for giving the constructive criticism. Find what the employee may need to improve or change in the future. Gather information that supports why you have addressed the problem. Ieee performance stats behaviors. Practice your tone. The point of constructive criticism is to help the employee and encouraged them to improve and be successful. However, the tone of your voice can speak louder than the words you use. If you're tone is hard or comes across as disapproving, the employee may interpret the meeting as a form of criticism or discipline and then ignore or dismiss any helpful advice or action plan. On the other hand, if the tone is to light and amicable, The employee may interpret the action plan is friendly advice and not take the need for improvement seriously. Points to remember, remain neutral. You're focus is to help the employee watch for angry or accusing tones. These can counteract the helping offered. Practice what you want to say beforehand, look for tones and pitches that can either help or harm. Create an action plan. Once the problem has been addressed. And action plan will help the employee to make the proper adjustments and improvements they need. Change can be hard for anyone. So the employee will need proper support for management to succeed. Make realistic goals the employee can achieve and focus on the areas of work the employee has control to change their duties or department. Once a plan has been made, allow ample time for it to be put in place and monitor the employee to see how they are doing. It may also be helpful to schedule a follow-up meeting to check on their progress. Tips, give specific feedback and improvements that need to be made. Focus on goals the employee can achieve to correct the problem. Form an action plan that helps achieve those goals. Follow up as needed. Keep written records. Written in documented records are often important when delivering constructive criticism. Written records not only help track the behavior or actions that need to be corrected, but also help document the actions that will be taken to correct the situation. Document employee behaviors and reactions to keep an employee files and add to the action plan. The action plan can be a form of documentation once it has been written and can also be added to the employees and managers work files. Example of written records, exchanged emails, notes, memos, log of employee behaviors or actions. Action plan with improvement ideas and strategies, signed forms assigned by the employee, acknowledgement of feedback, action plans, et cetera. 4. Location Matters: Choosing a Time and Place: Choosing a time and a place to deliver constructive criticism can play a key role. A location should allow for the parties to speak in private and away from other coworkers. Many factors can affect what would be the best time, such as if the employee is tired or getting ready to go to lunch. Also, the manager should consider how they are feeling before setting a time. If they are angry or uncomfortable with the subject, they may need more time to prepare. Check the ego at the door. One of the first steps in delivering constructive criticism is to remove the emotions involved. This includes the managers emotions and the possible ego they can bring with him when preparing to speak with an employee, leave opinions and emotions at the door and deal with the subject at hand. Don't let something such as your personal opinion of the employee or your knowledge of the subject affect how you resolve the problem. Tips, focus on the issue, not the person. Remain open to suggestions or questions. Don't harp on an issue. Say what has to be said, and move on. Criticizing private praise in public. Constructive criticism shouldn't be done in a public setting, such as the employee's cubicle or the break room. Confronting an employee in front of co-workers or in a common area can cause embarrassment or anger, which counteracts the purpose of offering help and creating solutions. A private meeting allows both parties to speak and go over every aspect of the issue. The employee can feel free to ask questions and not feel as though they are being attacked in a group setting, ensuring that the conversation takes place in private and only between the relevant parties. Not only eliminates unnecessary gossip, but shows respect for the employee and their future success. On the other hand, praising the employee in a public setting can not only boost morale for the employee being praised, but also for all employees who witness it. This allows employees to see firsthand that the company they work for. Not only discusses changes that must be made with employees, but also appreciates the things that employees are doing right? It has to be face to face. When delivering constructive criticism, the best method is always to speak face to face with the employee or other parties. Even though we live in the electronic age and rely on technology to often communicate with others. A traditional face-to-face meeting is always best when delivering news or criticism to someone. Emails are written, letters are usually one-sided and portray accidental tones. Phone calls can cause intimidation and usually do not allow the employee to speak in private. If the phone call is made on an office phone, speaking with the employee live and in person leaves no room for impolite tones or pressures and allows them to speak openly. After the initial meeting, it is acceptable to follow up with an informal method such as email or phone call. When meeting face to face. Meeting. A private setting where everyone can be comfortable. Keep a respectable distance, but remain close enough to speak without raising your voice. Speak directly with the employee and turn your focus to them when they are speaking. Create a safe atmosphere. The last thing an employee wants to feel is that the manager's office as a place of discipline or criticism, you'll make the employee fear coming into your office, established trust and open communication with your employees and ensure them that you are available to them. And short employees that they can approach you with any questions or concerns they may have. This allows you to create a safe atmosphere in environment where you can deliver the constructive criticism you need without making employees feel as though they are in a torture chamber. Benefits of a safe atmosphere. Employees are more open to approaching you with problems or concerns. Allows you to deliver news or criticism to employees without frightening them. Employees feel more at ease hearing constructive criticism. 5. Delivery Matters: Delivering Constructive Criticism: After thoroughly preparing the information and process needed, the manager is ready to successfully deliver the needed constructive criticism. Remain businesslike and focus on the problem at hand. After both parties have had a chance to speak and express their position, both parties can move toward the corrective action and solution. The feedback sandwich. The purpose of the feedback sandwich is to offer coaching and support while softening the blow of the initial criticism. It's referred to as a sandwich because the manager should start with a compliment before introducing the criticism, then follow up with another positive statement. This technique allows the employee to hear the necessary criticism, but also gets to hear the good points of their performance to the feedback sandwich can be an effective tool to use, but if used in excess or without sincerity, the compliment process can seem cheesy and employees may only focus on the negative. Steps to the feedback sandwich. Prepare an outline what you want to say or address. Identify the positive and make a compliment. Present the criticism. In fact. Add another positive statement and encouragement. Follow-up with the employee periodically. Monitor body language. Body language can be a good indicator of how someone is feeling and how they are accepting what is being said. When the manager is speaking, gestures such as furrowed brows, eye rolling, or certain standing positions can make the employee feel uncomfortable and dismiss what is being said. The manager should not only monitor their own body language, but pay attention to gestures The employee may be making, such as squirming in their seat, fidgeting, or not making eye contact. Based on the employee's body language, the manager may need to change tactics and approach the subject in a different way. Common body language, gestures, eye rolling, fidgeting, looking away or not making eye contact. Circumstances such as leaning away, slumped shoulders, or crossed arms. Check for understanding. After the manager has delivered the constructive criticism and it's preparing to put the action plan into play. They must check for understanding from the employee. Allow the employee to ask questions and add input to the solution and shore that the criticism is understood clearly. And then it is meant to help the employee grow and succeed. Not to single them out or make them feel like a target. Reassure the feedback is for their benefit and that they understand the information is provided to make positive changes in the future. Practice active listening. Active listening is where a person makes a conscious effort to hear what the other person is saying. This requires your full attention, so try to ignore distracting noises or situations around. You. Don't dwell on responses or answers you want to make when the person stop speaking, as this can take your attention away from the message. Some tips you can include are saying the other person's words back to yourself and using body gestures such as head nodding to acknowledge what is being said. When they are finished, follow-up with questions or comments to show you've taken in the information. Keys to active listening. Pay attention to the speaker. Try not to let your mind wander. Show you are listening by using body language such as nodding your head or smiling. Provide feedback and ask questions. Allow the speaker to finish talking. Don't interrupt with counter-arguments. Respond respectfully and offer opinions or comments. 6. Improvement Matters: Crafting an Action Plan: The end of the session is the key part that allows the manager and the employee to come together to make a plan of improvement or change. If the action plan is only made by one party, the terms can be one-sided and won't address the roles in which both parties need to take. This can be a delicate subject to approach with the correct planning and outline. A plan can be formed and implemented in no time. Set goals when creating an action plan, one of the most important steps is to create goals to help the employee improve or make changes. Ask the employee what they want to accomplish and find ways to work together in reaching these goals. Set goals that are realistic and can be achieved by the employee in a reasonable amount of time. Then outline a plan and a sample timeline depicting what actions should be taken to achieve these goals. Offer ways you can help the employee reach these goals. Common goals managers and employees make. Improve training or skill sets, decrease absences or tardiness, increased general job performance, reduce errors and future mistakes on trouble areas. Be collaborative. Working together to correct a problem not only helps make the appropriate changes, but it can strengthen the team bond between the manager and employee. Knowing they will always have support from management encourages employees to work harder and come to you sooner rather than later if they have a problem, allowing employees to be a part of the solution will make them feel as though they are contributing and will feel more willing to make the necessary changes and improvements. Tips. Make sure you and the employee realize what needs to change or improve. Address what action should be taken to achieve these changes. Ask the employee for input and what actions they can take to help form a plan together that both parties can agree to. Ask for a self-assessment. One of the more difficult parts of delivering constructive criticism is asking the employee to perform a self-assessment. While the manager may have plenty of comments or opinions about the employee and their performance. A self-assessment may seem like a graded paper the teacher gives in school. Employees are more likely to recognize their own mistakes when they are not just being told to recognize them, but that they can see it for themselves. Asked the employee to take the time to analyze their skills and abilities and what actions they have recently taken. By forming skillful questions the employee can think over not only what helps them recognize their mistakes, but also perceive the criticism as a means to benefit their growth as a worker. Once they have finished their self-assessment, they are not only ready to own up to their shortcomings, but they are more willing to learn from them. Always keep emotions in check. After you've checked your ego at the door, be sure to check on your emotions also. To effectively deliver constructive criticism, you must eliminate any personal emotions or feelings. Emotions can make you susceptible to bias and can make what you have to say seem one-sided or narrow minded. View the situation from a business point of view to a certain extent, the employees feeling should be taken into consideration when delivering the information. You might not be able to save them from a little embarrassment, but outright humiliation can and should be avoided. Tips, consider the employee's feelings, put yourself in their shoes. Don't confuse the employee with the mistake. If you are feeling angry or upset before confronting the employee, take additional time to think it over and calm yourself. 7. Goals Matter: Making Your Action Plan Work: Now that you are ready to put your action plan into play together, you and the employee need to set goals that can be achieved to improve the employee's future performance. What kind of goals should both of you said? What areas should be included? These are some of the questions you can face when planning goals and knowing how to outline their future path with the employee will ensure you'll be able to effectively answer them when the time comes. Smart goals. Goals are usually one of the most valuable tools when planning success, but they are often not used to their full potential. And goals that are created to help the employees achieve and be successful are often referred to as smart goals. Es m, a r, t. Goals are used to outline what steps should be taken and how to follow through with it. Employee success rates are generally higher with these gold plans, since they are specific to the individual person. The five steps to outlining smart goals are specific. In order for you to achieve a goal, you must be very clear about what exactly you want. Often creating a list of benefits that the accomplishment of your goal will bring to your life, will give your mind a compelling reason to pursue that goal. Measurable. It's crucial for goal achievement that you are able to track your progress towards your goal. That's why all goals need some form of objective measuring system so that you can stay on track and become motivated when you enjoy the sweet taste of quantifiable progress. Achievable. Setting big goals is great, but setting unrealistic goals will just demotivate you. A good goal is one that challenges but is not so unrealistic that you have virtually no chance of accomplishing it. Relevant before you even set goals, it's a good idea to sit down and define your core values and your life purpose. Because it's these tools which ultimately decide how and what goals you choose for your life. Goals in and of themselves do not provide any happiness. Timed. Without setting deadlines for your goals, you have no real compelling reason or motivation to start working on them. By setting a deadline, your subconscious mind begins to work on that goal night and day to bring you closer to achievement. The three-piece goals can be achieved overnight. They take time to plan, make reviews, and then take action. The three Ps are helpful tools that aid you in your employee in achieving goals that you've prepared together. Each step of the three P's, purpose, planning and partnering can help you manage and strive toward your goals by outlining key steps and tips to remember. The three Ps. Purpose. Decide what the purpose is of your goal. Do you want to improve job performance, maybe decrease errors? The purpose of your goal is what you are willing to work for and go after. Planning, outline your goals and the steps needed to achieve them. Long-term goals can be broken down into smaller short-term goals to make the process easier. Partnering, no matter how self-discipline you perceive yourself, it is always best to seek help when planning and pursuing your goals and get support from your co-workers in management. Don't be afraid to rely on others for help. Ask for their input. Setting goals is not a one-way street when working with another employee, both parties should know the purpose of a goal and realize what efforts will need to be made to accomplish them. If one person decides on the terms of a goal, it may come across as an order or demand rather than a mutual plan. As a manager, let the employee know what you want to see in regards to achievements and accomplishments, but also ask them what they want to gain from it. Add them in, put ideas and plans they feel will help them succeed. Ask them to come up with things they can do to achieve their goals. And then ask what you can do to be a part of it. When goals are made as a team effort and the employee feels they have your support, they will be more willing to work for it and succeed. Be as specific as possible. Goals that are specific and precise will work better than goals that are generalized in vague. For example, when planning goals with an employee, the phrase, I'd like to see you do better on your reports each week. Doesn't specify a purpose or needed action. Instead, something such as, I'd like to see you improve your editing and proofreading skills before you turn in your next report expresses a specific action that needs to be taken and a tentative Timeline and goal sound more doable when they outline what specifically needs to change and improve. When they are presented with unspecific needs or information. Vacant seemed like a guessing game. Tips. Name a specific action or topic that needs work. If you have multiple topics, break them up individually. Accomplishing three smaller tasks is easier than one large one, if possible, and give a timeline in which action should be done. Remember to be flexible. 8. Emotions Matter: Diffusing Anger or Negative Emotions: If using anger or negative emotions. Unfortunately, constructive criticism is often accompanied by some form of anger or negative emotion, such as denial or embarrassment. The goal of constructive criticism is to help the employee grow and improve, not to hurt their feelings or downplay their work. Therefore, it should be delivered in the correct manner and without negative undertones. When criticism is delivered correctly, emotions can generally be set aside and both parties can focus on the issue. Choose the correct words. Much like our tones are, words can send the wrong message when used in the wrong context. Words that can portray blame or negative criticism are generally rebuffed and can create someone to become defensive. Avoid the EU messages that place the blame our problems on the other person. Start sentences with I and express how their actions affect you in the company, rather than just criticizing their behavior. The correct phrasing can make all the difference when trying to deliver sensitive constructive criticism. Incorrect verse, correct word examples. Don't start a sentence with you. Begin with, I. Avoid words such as angry, outraged, or furious. Words such as confused or disheartened, will help to keep the mood calmer. Express understanding rather than fury or disbelief. Stay on topic. Sometimes we can have a lot of ideas and topics going through our head at once. Or we try to multitask between different areas, which can ultimately make us lose focus on what is important when delivering constructive criticism, it is important to stay focused and stay on topic. Keep eye contact with the employee and avoid trying to do tasks on the computer or fiddle with paperwork, deliver one topic at a time and completely finished with it before moving on to the next one. Trying to combine several topics into one speech can overload the employee and make them miss the main points. Also, be sure to leave past occurrences in the past. Bringing up problems from the past can distract from recent mistakes and can confuse the employee as to what he's supposed to be talking about today. Tips avoid words such as however, although end, but since they can lead to other thoughts and topics, keep eye contact with the employee. This will help you to focus on them and the issue at hand. When speaking with the employee, stop any previous task you were working on. Do not try to combine them. Empathize. Before a manager can even begin to deliver constructive criticism to an employee, they must first stop and put themselves in their employer's shoes. Remember what it was like to be in their place. Remember how vulnerable and defensive you felt. Think of how the employee would respond to what you have to say. Help your employee feel at ease by empathizing with them and letting them know you are there to help. Criticism that is delivered with empathy and mind is more likely to be accepted by the employee and can even strengthen business relationships. Try to avoid you messages. When we're angry or upset. Our self-defense mode normally wants to find blame somewhere else or on you. This is especially common when trying to deliver constructive criticism. Phrases such as, you are late yesterday or your poor attitude is affecting everyone, can appear on professional and make it appear as though you're insulting the employee. Instead, focus on how it makes others feel, such as, I felt disappointed when you relate yesterday because we went over some major important topics in the meeting or our customers were very upset when you greeted them in an unfriendly manner. The employee will begin to see that you are trying to portray how their actions affect others instead of feeling as though you are blaming or attacking them. Common you messages to try to avoid your job performance has been lagging lately. You've been late every day for the past week. Your disruptive behavior is starting to affect your co-workers. You've been slacking off on your duties. 9. Process Matters: What Not to Do: There are always helpful tips on what you're supposed to do when delivering constructive criticism. But there are oftentimes that people don't tell us what we shouldn't say. Managers can learn all the right things to say and feel. They may have everything they need. But knowing what sensitive topics and negative phrases to avoid can be just as crucial. Attacking or blaming. Constructive criticism is meant to attack the problem at hand. Not the person. Blaming or attacking the employee doesn't resolve the issue, but can actually make matters worse. This can cause the employee to become defensive or even resentful, which in turn makes them lose their trust and respect for you as well as their job. When addressing the employee, remove thoughts of blame or personal attacks and focus on the actual problem at hand. Even though the employee has made a mistake, that doesn't mean they are the mistake or that it is a reflection on their character. Tips. Avoid starting sentences with you. These sentences always end in blame. Separate the problem from the person. Ie, being tardy doesn't mean the person is lazy. Avoid words with negative connotations such as angry, frustrated, or disbelief. Not giving them a chance to speak. Generally, people have an inner need to be heard and feel as though others understand their point of view. If a person or employee feels as though this need is not met, they can become angry and resentful. Arguments can start since both parties tried to talk at the same time, hoping to make the other one listened to them. One simple way to avoid this complication is by allowing the employee a chance to discuss the issue and add their input. After you speak, give them a chance to respond without interrupting the open to hear their opinions and concerns as well. Tips allow time for one person at a time to talk uninterrupted for several minutes. Let the employee know they can express whatever they are feeling positive or negative. Keep an open mind to receive the employees feedback as well. Talking down. When delivering constructive criticism, it is important not to let the tone of the conversation become derogatory or talking down. Talking down not only insults the employee, but it dehumanizes them, makes you forget you are talking to a real life person, using angry words or attaching a character label to the employee, such as jerk or idiot, will only put the employee on their defense and create arguments and conflicts. As a manager, when you're speaking with an employee, keep in mind that there is a person in that chair and that they deserve to be treated with respect. They are not there for you to unleash your anger or frustrations on. Remember, avoid attaching character labels or name calling. Be aware of the tone of voice you are using. How do you sound? Do others approached the employee using a one-on-one level? Treat them as your equal. Becoming emotional. If your emotions tend to control your actions are responses, then take a few extra minutes to review the situation before delivering constructive criticism. These emotions can make it seem too easy to unleash on the employee and you may not be able to restrain yourself. Becoming emotional cannot only make you seem unstable or bias, but it upsets the employee and can make them try to become emotional in retaliation. Before you can begin to address another employee's behavior, you need to step back and take a few minutes to gain your composure and focus on the topic at hand. Going into a meeting with your emotions fully loaded will not get you the results. You need. Helpful Hints. Avoid trying to personally attack the employee. Do not let emotions control the mood in the room, yours or the employees. Plan ahead, decide what you want to say and ensure that you've gained your full composure. 10. Follow Up Matters: Tracking Changes: Constructive criticism should not be done without a proper follow-up schedule, some sort of follow up meetings to check on the employee's progress and see if they have any additional questions or concerns. Make yourself available to the employee and let them know how they are doing. If goals were met and the employee has improved, congratulate them. If not, go back to the drawing board and see what other actions need to be taken. Don't leave the employee in the dark about their progress or shortcomings. Set a follow-up meeting. Follow-up meetings are important in letting an employee know how they are doing. After you last spoke with him and created an action plan together, review the employee's performance stats and determine if things have improved or if the action plan needs to be remade. Feel free to praise positive achievements in public, but remember to provide any additional constructive criticism in private. Remember, once a follow-up meeting has been scheduled, keep the appointment. Praise the employee in public, but give criticism in a private meeting. Encourage the employee to keep up the good work. Make yourself available. Once the employee is given the action plan and sent back out to the workplace, it is important to let them know they are not alone in their journey. Assure the employee your door is always open and that they are free to approach you with any questions or concerns. Periodically check in with the employee to see if you can be of any help. They may not need you at the moment, but they'll appreciate the gesture and know that you are there to help when they do. Tips. Be open to listen to the employee and their needs. Maintain an open-door policy. Make sure your employees are aware of it. Always be approachable, remain interested in your employees and avoid becoming too distant. Be very specific with the instructions. When creating an action plan or setting up goals, instructions need to be specific and action-oriented. Vague instructions such as do better on the next report. Don't address the problem. Corrective action or possible timeline needed. A better response would sound something like, I'd like to see you improve your proofreading skills before you complete your next report, which not only provides a specific problem that needs to be corrected, but gives a tentative time in which it needs to be completed. Let the employee know exactly what needs to change and ways to make it happen. General or vague instructions can often be misinterpreted and can cause the employee to exhibit regression rather than progression. Specific instructions include a set problem to be fixed or corrected, steps or actions that should be taken. A possible timeline in which the task should be completed. Provide support and resources as part of making yourself available to the employee. Also make available any additional support or resources they may need, such as other managers or training resources. As a good manager, don't forget to offer plenty of encouragement in personal support. An action plan would not be able to succeed if the employee does not have the support and resources needed to work it. And sure, the employee can always use you as a resource. And if they need something they cannot find or get on their own, you will do your best to provide it to them. Example of additional support and resources, emotional support and encouragement, co-worker and other management support teams. Additional training times in materials, additional reading material including manuals, brochures, pamphlets. 11. Support Matters: Focusing on Growth: One of the most important business tools is being able to provide feedback and constructive criticism to your employees. As a manager, part of your job is to ensure every employee performs to their highest potential. You provide guidance, feedback, and the occasional criticism to help them succeed and continue to improve. Don't lose sight of the reason for giving constructive criticism, which is to help the employee grow. After the session, don't lose focus of what you set out to accomplish together. Remember the action plan, the goals set, and don't forget to follow up. Focus on the future. Past events and past performances are just that. In the past. One of the points of constructive criticism is to move forward and look to the future for improvements. Focus on what can be done or be changed now rather than what did or didn't happen before. Now, this is the time for you and the employee to create a plan of action and potential goals the employee can do to change what is currently wrong. Plan on future strategies that are solution oriented. Forget what may have happened before and look toward a better tomorrow. Measuring results. When conducting a follow-up session, decide how improvement and growth should be measured based upon the tasks being completed. Different forms of evaluations can be done. Decide what task your employee was in charge of doing, and review what they were supposed to be working on. In many cases, written evaluations can be helpful, but sometimes managers choose to drop in and witnessed the employee at work. However you decide to complete it, the employee deserves to have their results in progress re-evaluated periodically, told how they are measuring up. Sample ways of measuring results. Secret shoppers, surveys, personal one-on-one meetings, written evaluations or reviews. Personal monitoring and observance. Was the action plan followed? Think back on what action plan you and the employee decided upon. Review the tasks that were outlined together, as well as goals and objectives that were set. Analyze if the employee is on track with the plan and what tasks they completed at a certain point in time. Did they follow the plan or stray from it? Did they maintain their timeline goals? Are they showing improvement that would come with completion of the action plan? These are all points that should be evaluated before confronting the employee directly. Once you've had a chance to review their progress on your own, schedule, a follow-up meeting, and see if and where they are having trouble meeting their goals. Discuss any roadblocks they may have hid or resources they can use to get back on track. Points of the action plan to review for improvement. What plan of action was decided upon? What goals were said, what specific tasks were outlined for improvement? Was there a timeline in place? Was it reasonable? If improvement is not seen, then what? After the employee has had time to work their action plan and you've held a follow-up meeting. What do you do when you find out there hasn't been any improvement? First, the manager and employee should attempt to rework or rethink their action and gold plans. Do corrections or alterations need to be made? Does the employee needed a different course of action as a manager provide additional training and support previously mentioned to give the employee an extra boost, ask what you can do to help them be more successful. After a new plan of action has been made, released the employee out on their own again, let them know you will meet on a regular basis to review their progress and how they are doing on the job. Helpful tips, identify several areas that are lacking improvement and how that can be changed. Provide additional support and opportunities. As a last resort, outline the possible consequences for a lack of improvement over time. 12. What's Next? Wrapping Up: Although this workshop is coming to a close, we hope that your journey to understanding how to deliver constructive criticism is just beginning. Please take a moment to review and update your action plan. This will be a key tool to guide your progress in the days, weeks, months, and years to come. We wish you the best of luck on the rest of your travels. Or it's from the wise Franklin P. Jones. Honest criticism is hard to take, particularly from a relative, a friend, an acquaintance, or a stranger. Mark Twain. One mustn't criticize other people on grounds where he can't stand perpendicular himself. Margaret chase smith, every human being is entitled to courtesy and consideration. Constructive criticism is not only to be expected but sought. Ralph Marsden, you've done it before and you can do it now. See you the positive possibilities. Redirect the substantial energy of your frustration and turn it into positive, effective, unstoppable determination.