3) Feedback Should Be Limited to Annual Reviews
While annual reviews are powerful tools for managers, they shouldn’t be the only way that you communicate with employees. Outside of the annual review, you should be checking in and chatting informally to get the most from your people.
If you wait an entire year to check in with your reports, their goals may be forgotten and valuable coaching can be missed. Dedicating time to coach, both in a situation and after the fact, gives the employee valuable context about what you want to see.
It’s a lot easier to talk through a situation and the way they should change their behaviour when it’s fresh in both parties’ minds.
If you struggle to think of scenarios to illustrate your feedback when the annual review comes around, then consider delivering this in a timelier manner.
Similarly, praising an employee at the time can give them a better understanding of the recognition and allow them to replicate this behaviour right away, rather than waiting for another annual review.
4) Feedback Should Only Flow Downwards
As a manager, it’s essential that you give clear and comprehensive feedback to your direct reports. However, feedback should also flow upwards to you from your direct reports too. If you’re not gaining feedback from those that you manage, then you’re missing out on opportunities to improve.
Gaining candid feedback from your direct reports will highlight issues within your management techniques and give you areas to focus on.
Use anonymised feedback or another member of staff as a mediator to get feedback, as this will make employees more comfortable with the negative points they want to discuss.
Every member of staff, including managers, should be working to develop themselves through feedback, education and experience.