How to Give and Receive Candid Feedback
Giving employees feedback on their job performance can be a difficult task for the inexperienced manager. Done correctly, caring and clear criticism can lead to growth and development. Poorly handled critical feedback can be a bad experience that divides a working relationship.
“radical franknessis a New York Times bestseller by Kim Scott that helps managers rethink how they give and receive feedback. It emphasizes the importance of building trusting relationships by personally caring about the people you work with while being prepared to challenge them directly and push them to keep improving. Thus done, the feedback becomes a conversation built on a relationship of trust.
Amy Sandler is content director at Radical Candor, an executive training company based on Scott’s book. She shared some best practices with Hardware retail give effective feedback.
“The idea of Radical Candor inspires people to do more of what was right, so they can build on their success and help others learn from it and do less of what isn’t working well. “, she says. “It shows you care because it shows you notice and want to help the person and the team achieve their goals.”
Give feedback often
Instead of giving a formula or timeline for giving feedback, Sandler says you should do it as often as needed.
“Give feedback early and often. The cornerstone of the radical franchise is the two-minute impromptu feedback conversation,” she says.
“Radical Candor” author and co-founder Scott says, “Impromptu comments are something you can squeeze in between meetings in two minutes or less. The best comments (both praise and criticism) I’ve received in my life have usually happened during lightning fast conversations between meetings or while waiting for the light to change Getting and giving impromptu feedback is more like brushing and flossing than getting a root canal Don’t plan it in. Just ask for it and offer it consistently and immediately when needed, and you may never have to have a root canal.
Give and receive
Practicing “radical candor” as described in the book begins with get feedback before giving it away. Next, you need to evaluate your comments to see how the other person receives them. Finally, when you encourage feedback, you show others that it’s something everyone needs.
“Ask for feedback before giving it. When giving feedback, include both praise and criticism, but focus on the good stuff,” Sandler says. “Then you must rate your comments asking how your comments land for the other person. When someone is radically candid, the effects are measured not in the mouth of the speaker but in the ear of the listener. To finish, encourage comments. We can all lead by example.
Managers who ask for and receive feedback with curiosity support their own leadership development and have a better understanding of what is really on the minds of their team members. They also help create a safe environment for employees who may feel vulnerable.
“When it comes to giving feedback, especially criticism, it’s important to show we can take it before we start handing it out, especially if we’re managers. We have to give up our power,” she says.
Avoid what Scott calls Ruinous Empathywhere you get around the issue by being vague and indirect, or just not saying anything, so as not to hurt anyone’s feelings.
“Remember that Radical Candor is a practice; start where you are and give yourself permission to make mistakes and give yourself permission to make mistakes,” Sandler says. “Start by asking for feedback and sharing why Radical Candor is important to you. And be sure to look for areas where you can specifically and sincerely commend your colleagues. Radically candid praise is a quick and effective way to establish relationships, identify strengths and show the team what success looks like.
lead by example
Feedback is a two-way street.
“Lead by example and show some vulnerability. Your personal stories will explain, better than any management theory, what you really mean and show why you really mean it. That’s why Kim Scott tells all these personal stories in “Radical Candor.” Your stories will mean a lot more to your team than other people’s stories because they mean something to you,” says Sandler.
Listen to what employees tell you, even if you disagree. When you disagree, make sure you fully understand what they are telling you, then find a moment to explain your point of view.
“Replace blame with curiosity and listen with the intention of understanding rather than responding,” she says.
Be honest, not brutal
Scott draws a distinction between kind, straightforward criticism and brutal honesty, or obnoxious aggression. It’s one of four ways people can give feedback to each other, three of which miss the mark.
“Radical Candor is kind and helpful,” she says. “Unpleasant aggression, on the other hand, is mean, when you directly challenge without showing personal care. It’s also called brutal honesty or the frontal stab. Ruinous empathy is when we We’re nice, but it’s ultimately unnecessary or even harmful. Manipulative insincerity is like a stab in the back. It’s talking about people instead of talking to them.
Finally, “Use the Radical Candor framework as a compass to guide your conversations to a better place,” notes Sandler. “It’s not a personality test; these are mistakes we all make.