Tips for Giving Negative Feedback Across Your Organization

Whether to a direct report, a manager, or a peer, there’s never an easy way to provide negative feedback. Some of us worry too much about hurt feelings, so we sugarcoat the truth. Some of us just tell it like it is with no empathy, resulting in hurt feelings. And then there are those of us who skip giving constructive feedback altogether—and nothing changes.

Not knowing how to give negative feedback is a problem, as is avoiding it. According to a Harvard Business Review survey, 92% of respondents agreed that “negative (redirecting) feedback, if delivered appropriately, is effective at improving performance.” To grow and improve, all team members should be allowed to be told what they can do better and how to improve. To be comfortable with useful feedback, personnel must learn that “negative” assessments don’t always have to be awkward.

Companies that embrace a growth mindset and see the value in constructive criticism should make feedback training a consistent part of their learning and development strategy. How to give feedback, when to give feedback, and the qualities of effective feedback are all priceless tools needed to achieve success at any level. HSI offers a highly effective training series to help leaders, and their teams become feedback pros. Some of the concepts and best practices they will encounter in HSI’s lessons are included below.

How to Give Negative Feedback to Employees

Managers in many organizations conduct annual performance reviews with team members to talk about progress and future goals. But when it comes to giving negative feedback or for that matter any type of feedback, it’s not necessary to wait. It’s not fair to provide employees with just one opportunity to improve each year.

Organizations with a growth mindset are moving away from traditional performance management toward a feedback culture. Instead of focusing on accountability for the past year and emphasizing financial reward and punishment, they support continual development and focus on improving current performance. Having regular feedback conversations allows leaders to voice concerns as they arise, and helps employees progress year-round.

In a feedback culture, providing constructive feedback becomes a regular habit. Managers may need to adjust their leadership style and commit to weekly check-ins to discuss the employee’s performance. Conversation starters with their direct report could include:

• What skills or specific behaviors are beneficial, and where is there room for improvement?
• What positive and negative impacts have your specific actions had on the company or team?
• What positive change do you hope to achieve, and in what timeframe?
• How can these improvements help the company as a whole?
• How can these changes support your success?
• Do you need any training in specific areas?
• How would you rate your current job satisfaction?

During discussions, managers can take the awkwardness out of the air by remaining positive and keeping an open mind. Following these tips can help:

Admit your own mistakes.

During discussions, make sure the employee knows you’re on their side, and that you want them to succeed. Make sure your facial expressions and body language reinforce your support and show that you're invested in their success. It often helps when giving negative feedback to be empathetic and to acknowledge your imperfections. Share specific examples from your career to prove that everyone can learn from their struggles.

Ask for honest feedback.

Remember: This should be a productive conversation, not an attack. Employees should have a chance to respond. While they may seem defensive at first, it’s a good thing to hear their side of the story. They may benefit from communication skills training or software instruction—each a valuable tool to help them perform their job more effectively.

End on a positive note, then outline the next steps.

Wrap up the conversation by highlighting what the employee does well and expressing appreciation for their hard work on a recent project. Then, establish a timeline for making improvements. Be realistic, but also emphasize the importance of necessary changes. If you’ve offered support and the tools for success, your next one-on-one meeting should reflect a positive outcome—giving you the chance to recognize their achievements.

How to Give Negative Feedback to Team Members

Criticizing a peer can cause tension, but co-workers should be able to bounce ideas off of each other without leading to an argument. When giving critical feedback to a colleague, it’s important to keep discussions conversational and non-threatening—and to make it clear that you intend to help. It’s not a personal attack.

Schedule a discussion.

Instead of catching them off-guard at their desk, ask if they’d like to get coffee. Let them know you’d like to discuss yesterday’s meeting or that you want to address how a current project is going. This way, they can have some thoughts ready by the time of the scheduled meeting.

Have a collaborative conversation.

No one wants to be told what to do by a peer. Instead of being condescending or recommending changes they should make, ask how you can help the situation improve. As teammates, perhaps the two of you can come up with a solution to make things work better for everyone.

Focus on the problem, not the person.

Placing blame can lead to a defensive response. The best way to start a peer conversation is by saying “You have some great ideas…” This lets them know you aren’t pointing out their inadequacies. Stay on the topic of the particular project and suggest that perhaps more brainstorming could help formulate even better ideas.

How to Give Negative Feedback to Managers

Everyone in an organization has room for improvement. Leaders should want to know how they can better help their team members succeed. According to a Gallup poll, teams with managers who received feedback about their strengths showed 12.5% greater productivity than teams with managers who received no feedback. In a study of organizations ranging from retail stores to large manufacturing facilities, units with managers who received feedback showed 8.9% greater profitability than those who didn’t.

As intimidating as it is to approach someone in charge, employees should not be fearful of retaliation or feel like they are complaining by sharing thoughts with leaders. Instead, they should keep in mind that managers value the chance for professional growth. And if presented in the right way, there’s a good chance that giving constructive feedback could strengthen their relationship with the leadership team.

Timing is everything.

For constructive feedback to hit home, it has to be given soon after a particular problem. Eliminate any confusion by stating what you want to discuss and why you want to discuss it. For instance, if a manager said something in a meeting that frustrated you, ask your manager if they can fit you in some time that day to discuss it further.

Know what problem you want solved.

Staying focused on the issue will prevent your manager from getting overwhelmed and can prevent you from going off on a tangent. Be prepared with specific questions you want answered regarding how a certain issue is impacting you or your team. Whether you simply want to clear up confusion or make a suggestion for improvement, staying focused will help the conversation flow more easily.

Stay respectful.

Even though they’re your manager, they might still feel intimidated by receiving negative feedback from you. Maintaining a respectful tone will keep them from feeling attacked. Stick to the basics in your discussion: Thank them for seeing you, explain why you’re there and what you’d like to see change (and why), and mention ways that his actions have impacted the issue.

Ask for honest feedback.

Asking a simple, “What are your thoughts or feelings on this?” will let your manager know you value their perspective. Whether they respond with questions or offer suggestions, you’ve set the tone for an open conversation—and hopefully a chance to solve the problem.

HSI Can Help

Negative feedback is an essential element of high-performing teams and professional development. Unfortunately, few people are naturally good at giving negative feedback. For a feedback session to work, both the giver and the receiver need to demonstrate emotional intelligence—skills like diplomacy, empathy, psychological safety, and self-awareness that don't come easily for everyone. To help your team members learn these valuable skills, schedule a consultation with us!

Additional Resources

• How to Give Positive Feedback to Employees
• Increasing Engagement Through a Culture of Employee Feedback
• Using Feedback and Corporate Storytelling to Improve Employee Satisfaction