"Time" - When I ask managers for reasons they don't give feedback to their teams this is a popular response.
Worth unpicking with them because, as we all know, "time" is so often given as the reason we do or don't do something, when there is usually more to it.
However, the discussions lead to at least two important realisations about time and feedback:
1. Spending time upfront when any issue arises and giving effective feedback saves a whole heap of time in the long run. Putting off or avoiding giving feedback rarely leads to improved performance.
2. Giving effective feedback does not take very long. Cover off all the necessary points. So many feedback frameworks, so little time ;) but essentially a version of the following is a good start:
- what was or wasn't done (observed behaviour)
- what the impact was (outcome)
- what to do differently next time (future)
Even this basic framework enables communication of what is needed. It works when you want someone to do something very different, after a problem arises; and it works when you want to encourage someone to build on already effective work.
All the usual rules apply - keep it factual, keep it kind/respectful; and be prepared to listen as well as talk. It won't take that long.
