Many managers avoid giving feedback despite recognising its importance in improving employee performance. Recent surveys published in Harvard Business Review highlight this:
So, why do so many managers struggle with feedback? This article explores six common reasons and offers solutions for overcoming them.
Many managers find feedback conversations uncomfortable, particularly if they anticipate pushback from the employee. The fear of potential conflict or emotional responses can deter managers from engaging in necessary discussions.
Some managers avoid feedback because they lack formal training. Without clear guidance, they may question the effectiveness of feedback or feel unsure of how to structure the conversation productively.
Managers may hesitate to give feedback if they worry about negatively impacting employee morale, particularly if the employee is already under pressure. This concern can become an excuse to avoid addressing performance issues.
Many managers cite time constraints as a reason for not giving feedback. However, developing team members is a critical part of a manager’s role, and effective feedback is necessary to ensure performance improvement.
Managers often fear how employees will respond to feedback, especially if they expect emotional reactions. This concern is compounded by uncertainty about how to handle the situation, leading to avoidance.
When managers are promoted and find themselves leading former peers, the feedback dynamic can feel awkward. This discomfort can result in reluctance to address performance issues directly.
Recognise that avoiding feedback is counterproductive. Take responsibility for addressing performance issues and commit to making feedback part of regular management practice.
Feedback is not inherently negative. Reframe it as a tool for development and growth. Research shows that employees generally respond positively to well-delivered feedback, especially when it is framed as an opportunity for improvement.
Adopt a feedback model, such as the STAR method (Situation, Task, Action, Result), to ensure your feedback is clear and constructive. Having a consistent framework will make the process more manageable.
Improvement comes with practice. Make a habit of giving both positive and developmental feedback regularly. The more feedback you provide, the more comfortable the process becomes.
Learn to manage emotional reactions calmly and professionally. If necessary, allow employees time to process the feedback, but maintain the focus on improving performance. Consider training on handling difficult conversations.
When managing former colleagues, set clear boundaries and redefine your professional relationship. This clarity will make it easier to provide constructive feedback without discomfort.
Giving feedback is a vital skill for effective management. Avoiding it can hinder employee growth and overall team performance. By addressing the reasons behind this avoidance and implementing the suggested strategies, managers can create a more productive and open feedback culture.
Many thanks,
Alex & The Excel Team
P.S. If you would like to discuss any of your other learning & development challenges, book in your discovery call.
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