Giving feedback is a crucial part of managing team members at work. And yet, many people managers find it to be a difficult part of their role.
In many organizations, feedback is given only during performance reviews and it happens once a year. It is like a ritual that the employee and the manager both dread. It is one of those things they have to do because the HR department has asked them to.
Yet, it does not need to be like that. It could work in favor of the employee and the manager if giving and receiving feedback was more regular. The conversation will be easier if based on facts and events as and when those occurred.
We all need encouragement when we do something well, no matter how small or simple it is. We want to know that our manager has noticed all our achievements and milestones, small or big. Few words of acknowledgment from the manager will reinforce the good performance. And if the achievement is a significant one, do not miss the opportunity to celebrate success. Motivate your team members by celebrating their achievements. Broadcast it to the rest of the team. Have non-monetary awards like pat-on-the-back or a “value certificate”. These certificates are keepsakes and boost the morale of your employee and the team.
Giving feedback to a high performer may seem to be easy, but it can be tough as well. They may not have obvious areas of improvement. When you give feedback to a high performers, it may seem you are overdemanding. They are already doing well; you are pushing them to do better so they can further grow and get ready for the next role. You can discuss what worked well for them and brought success. You can discuss the next steps and your expectations. Though they are doing well, and the results are obvious, it is important for them to hear it from you.
Do not cut short when giving feedback to high performers. Do your homework, gather details to support your feedback. Focus on examples, and data and not on traits. Help them understand what they need to do to achieve more in the future. Make sure to check if the next steps are clear and the goals are achievable. Also, check if the career objectives of the high performers align with the goals you set.
Also, review with them how they achieved their results. At work, the “how” is important, and the “End justifies the means” is not always correct. Sometimes the high performers find it difficult to work with a team. They can be so focused on achieving their targets, they move at their own fast pace. If you want to groom them into future leaders or mentors, you may want to review their interpersonal skills.
Give them positive and constructive feedback. Even if there are only a few improvement areas, take time to identify those. Focus on their growth and what motivates them. Do not leave them alone assuming they know it all.
The top performers often achieve those results by sacrificing their work-life balance. They may not be able to take care of their family’s needs. They can also feel lonely at work by not being able to have a good support system from co-workers. You might be talking to them every day about work-related matters. Also, take the time to ask them for the support they might need.
The star performers need to know they are doing well, where they can do better and how they can grow. Provide them the mentorship.
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