It happens that an important employee or an old loyal client suddenly leaves, and you do not understand why. You do not understand, because there is not enough feedback - there is no dialogue between you. If you work with feedback correctly, you can avoid such situations.

What is feedback for?

Feedback provides additional information and helps to better understand each other in order to avoid surprises and surprises. Without her, everything falls apart.

They thought that the employee understood you, but did the wrong thing and would have to redo it. They wanted to write to the client tomorrow, and he asks for an answer today and a conflict has turned out. They left a request on the site and are waiting for confirmation, but the letter ended up in spam and mom will not receive a gift for the New Year.

Feedback is any reaction to an event or action. It is present everywhere: they pressed the button - they heard a characteristic click, they broke the rules - they received a fine, they let the client down - they lost it, offended the cat - they found a surprise in slippers. Answering a question is also an example of feedback. They asked a question, received the necessary information, a clarifying question or rudeness in response. Any of the options is a feedback that you can work with. In the article we consider work with clients, subordinates and management.

Feedback principles

Feedback is a tool in the hands of the performer and manager. If you use the tool incorrectly, at best, nothing will change, but you can do harm. Therefore, before giving and accepting feedback, look at the principles of working with it. Benefit Feedback is based on a goal - what needs to be improved. All participants must understand it in the same way. Without a goal, you will waste time.

The client left a request - show that the request has reached and it will be processed.

concreteness Dialogue will not work if the participants do not understand something or the information is not verified. Therefore, feedback must be clear and precise.

The client asked a simple question, and the manager answered with technical terms and concepts - the information is accurate, but the dialogue will not work.

Productivity It is not enough to understand the goal, you need to strive for it and remove distracting, counterproductive factors. There are two of them: the transition to personality and emotions. Timeliness If you rush or be late with feedback, you can devalue it. There is no general rule when to give it - it depends on the situation, it can be constantly, instantly, in advance or later.

1. At the traffic lights, the countdown to the green signal is needed constantly.
2. If you run the program on a smartphone, it should open instantly.
3. Explain to the child in advance that stealing is bad, at 30 it will be too late.
4. Do not rush to punish the employee - you need to understand the situation, check the facts and wait until you are alone.

Regularity Feedback does not work if you do it from time to time. For it to work, people must develop the habit of receiving and giving feedback.

The intern for training made ten mistakes, you discussed and eliminated only two - eight stuck.

Marat Akhmetzanov technical support manager

In onlinePBX technical support, I went from a simple specialist to a manager. I worked on the first and second lines, I was a senior specialist, for the last two years I have been the head of the department. Since 2015, he has conducted hundreds of interviews with candidates, participated in the creation of a training program, built quality control and implemented KPIs. vk.com/another_generation

Five rules of feedback

The principles answer the question “what kind of feedback should be”, in this chapter we will analyze the basic rules for how to give. 1. Check the information Before giving feedback, check the accuracy of the information from the original source, check the facts, recalculate the numbers. Trust is hard to earn and easy to lose. 2. Control your emotions It is important to control your emotions and not get personal, and also take care of who you give feedback to. Do not run into and do not make others feel like fools, in stress a person ceases to perceive information. 3. Ask questions Feedback is a dialogue, you need to involve the interlocutor in the conversation. During the conversation, constantly clarify: they still understand you, agree with you what the interlocutor thinks. You may have missed something and need to go back. 4. Suggest the next step Remember the goal and what you want to improve. Therefore, the result of feedback is the appointment of the next action or solutions. If this is not done, uncertainty arises. 5. Summarize So that everyone has the same understanding, sum up: what was the goal, what was discussed, what is the next action. It happens that they discussed together, but understood differently, a brief summary at the end helps to avoid such situations. Now let's practice giving feedback on the client Zhanna, employee Igor and manager Anatoly Borisovich. Consider from the point of view of the one who receives feedback: let's see what is important to him, how he thinks and what he expects.

Customer Feedback

Jeanne's Internet is gone and she calls the provider. She needs to host a weight loss webinar, so it's important to get the internet fixed as soon as possible.

1. Check the information

A technical support specialist should first check for failures on their part before advising to reboot the router. No need to waste Zhanna's time and annoy her with memorized phrases.

2. Control your emotions

If the router still needs to be rebooted, the specialist must patiently and in detail explain how to do this. You may have to repeat the same thing over and over - do not get annoyed. Zhanna knows everything about weight loss and doesn't have to know anything about twisted pair, DHCP broadcast requests, and the router's firmware version.

3. Ask questions

In the process, you need to explain your actions and ask questions. What did you do, what Zhanna sees in front of her, whether the green lights go out or not after the power is turned off. This helps to solve the problem consistently, not to miss anything, and to keep the client informed.

4. Suggest the next step

Zhanna is important that her problem is solved and will be solved further. If the specialist does not see failures, it is necessary to suggest a reboot. If it does not help, suggest calling the wizard. If the problem cannot be solved here and now, you need to offer an alternative: go to the neighbors, visit or cafe.

5. Summarize

At the end of the conversation, the specialist should sum up: say what they did to solve, why it didn’t work out over the phone, remind when the master will come and what to do now. If Zhanna is still dissatisfied, she will not be able to reproach the specialist - he tried to help, was helpful and took care of her.

Feedback to employees

Designer Igor made the site layout not according to the brand book, it needs to be redone. If you delay, the team will not have time to hand over the project on time and will lose the bonus. The manager needs to “talk” about this with Igor.

1. Check the information

Before the conversation, the manager should double-check all brand books, style guides, and interface style sets. Write down the most critical errors. Igor needs to be explained with specific examples, otherwise it will be difficult to convince him.

2. Control your emotions

Igor is an experienced and respected designer, although he made a mistake. In order not to lose a valuable specialist, you need to think about his feelings in advance. The manager should talk to him in private, it is not known how he will react, if criticized in front of colleagues, he may be offended and leave for another department or company.

3. Ask questions

The task of feedback is to understand the causes of the error and eliminate them, and not to reprimand the designer for "hack work". If you ask Igor about the reasons, it turns out that he is overloaded with projects and there is not enough time to check everything. The Superman Syndrome didn't let me say that before.

4. Suggest the next step

To resolve the situation and deliver the project on time, there are many options: work overtime, attract another designer, outsource work, abandon non-priority tasks, renegotiate deadlines with the client. The leader and Igor must choose the appropriate solution and agree on the next step.

5. Summarize

In conclusion, the manager should talk about both problems - the workload of the designer and the layout not according to the brand book. Repeat the decisions for each of them and remind them of the next step - what the designer should do when he leaves the office. So, Igor has two options: confirm the agreements and go to work or discuss them again.

Feedback to managers

Director Anatoly Borisovich canceled the annual bonus due to the company's low performance. But one employee has a mortgage and recently had a son, so he came to the director to agree on an exception.

1. Check the information

Anatoly Borisovich is an experienced businessman, he speaks to employees in the language of numbers and facts. Therefore, you need to prepare for the conversation: choose the right time, raise the performance of the department and calculate the contribution to the company's profit, remember overtime and additional tasks.

Source: http://www.b17.ru/article/learn_to_give_feedback_to_guide_the/

It is very important for every self-respecting leader to learn how to properly give feedback to subordinates. After all, the success of the company you lead will largely depend on this skill. We can say that this skill is the art of praising and scolding your wards. But, most of all, I would like to focus on how to correctly tell a subordinate about the mistake he made, about the mistake he made, so as not to offend or, as they say in Japan, save his face?

Let's start with the concept: what is feedback?

In short, this is a certain mechanism for transmitting information, consisting of several questions or suggestions from the manager to his employees, from employees to their colleagues and vice versa, in various versions, etc. In any case, this is more of a dialogue than a monologue, although many leaders, for some reason, do not understand this.

It is simply necessary to give information to your subordinate correctly, and in the form of feedback, in particular.

Why? Yes, if only because the timeliness of this action motivates your employee to creativity, to preventive work to prevent mistakes in the future. After all, we all know the importance and necessity of timely action. And most importantly - the right feedback will help to achieve the desired results from our subordinate!

If you are going to give employees feedback, then you should do it. RIGHT! In no case should you be limited to such evaluation categories as "BAD" or "GOOD". This will obviously not be enough for adequate feedback, in addition, the profit of your company from such a black-and-white approach to solving organizational issues can suffer greatly, and the emotional background of employees, too. In the absence of good feedback in the organization, a kind of “dead” silence sets in, leading to the absence of any interactions in the company.

To establish feedback with the staff, you can set only three clear questions:

1) What are you already doing?

2) How do you see your work?

3) In your opinion, is it possible to do this work better and what is needed for this?

●Important! In this block, the main criterion should be positive. There should be no criticism or other negative verbal, as well as non-verbal manifestations. Therefore, you should always start with the good. From what can be noted from the best side.

The next block should be the desire to stimulate the growth of your employee. So, it makes sense to direct his thoughts towards creativity, towards improving his activities. Give him a direction to accelerate and modernize his activities. Here you can start asking questions: what can be done right now? This will allow your employee to prepare for active actions right now.

●Important! If you really have to make a remark, then do it constructively, in essence, trying to change the person's behavior. Do not criticize his personality in any way. The identity of the employee should be for you, so to speak, UNTOUCHABLE!

We can recommend using the scheme: «+», «-», «+». It means: PRAISE (+) = REVIEW (POINT, SPEED, DIRECTION)(-) =PRAISE AGAIN (ENCOURAGE) (+).

The most interesting thing is that it is not necessary only to ask questions, you can in the same, or similar to the above form, GIVE feedback to employees, in the form statements:

1) Tell the employee about WHAT he did well.

2) Prompt (declare) him that he can do even better in the process of doing his job.

3) Offer him to do it immediately or recommend the implementation of the process at a certain point in time.

So, if you use a similar feedback scheme with subordinates in your leadership, then they will by no means be offended by you.

Use it and the results will pleasantly surprise you!

Moreover, you will notice significant changes in the motivational sphere of the employees of your organization in the direction you, as a leader, need.

Use it and the results will pleasantly surprise you!

Feedback: what is the signal?

From an evaluative point of view, feedback (FC) can be positive (compliment) or negative (criticism). Criticism and compliments are something we cannot live without. No, seriously, these are the two most important components of professional life. Compliments strengthen self-confidence, allow you to express sympathy, to understand who likes what we do. Criticism, however unpleasant it may be, is often very timely and helpful if it is seen not as a malicious attempt to offend or belittle, but as a signal to adjust behavior, style or direction of work. In general, criticism and compliments help us to ensure that we do not fall below the achieved level of development.

All of us periodically do not know how to regard criticism: is it on the case or not - and what's next? And it is not always clear how to treat compliments - they praise in order to get something or sincerely.

Most of us take criticism too personally and lose confidence in ourselves, and from compliments, without noticing how, we begin to relax a little and a little more. But we also cannot help but criticize and praise each other - this is one of the basic communication traffic that allows us to continuously update the coordinate system and our position in the space of life and work.

If you think about it, the topic of receiving feedback is one of the most painful: right and wrong reactions over time shape the landscape of life, communication, career and development.

What does right and wrong mean? Adequate situations and not corresponding to it. That is, the task for the leader is to learn how to give feedback in a way appropriate to the situation, and the task of the employee is to learn to penetrate the meaning of the feedback and respond productively to it. Is there a risk of replacing the natural relationships of people and making them "plastic" by working exclusively according to schemes? Fanaticism realizes any risks in general, and if you maintain adequacy, then tools - schemes, models and matrices - will only help to bring rationality and general semantics into working feedback, to make team relationships healthier.

Feedback in the organization facilitates the work of not only the manager, but also the employees themselves. Find out what experts have to say about this in the material of the article.

From the article you will learn:

Feedback in the organization: general information

Company feedback is information about an employee's behavior in the past, which is given to him in the present, hoping that it will influence the behavior in the future. It is a key component in the development of employees, and also helps not only to correct the identified mistakes of subordinates before they become a habit, but also reinforces the desired behavior pattern. According to experts, this stimulates professional development and helps employees achieve their goals.

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The feedback process allows you to improve your performance in the future, as people need to understand how effective they are now. They need specific information about strengths as well as those that need to be developed. Feedback in an organization is a tool that allows you to see yourself from the outside, plan development and track progress.

For a manager, feedback is considered a tool that allows you to:

• express recognition to the employee and maintain high motivation;
• change expectations, as well as assessment and self-assessment of a specialist;
• increase the efficiency and productivity of work;
• clarify goals, clarify the tasks facing a person;
• understand the causes of negative behavior in a timely manner and correct it;
• to focus specialists on development in a specific direction;
• develop mutual understanding and trust;
• maintain a positive atmosphere in the team and in the organization as a whole;
• develop harmony and cohesion, forming team approach to work;
• to identify which process or tool does not provide the desired result;

Feedback helps not only the employee to improve, but also the manager to identify areas that require modernization, change or development in order to ensure sustainable growth and progress. The principle of feedback directly depends on its type. The more competently the process is built, the easier it is for the manager to collect important information and eliminate all shortcomings in a timely manner.

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Positive feedback or negative: determine the type

How much negativity to give out during feedback in an organization to an employee depends on how he relates to work and how he behaves.

There are four types of attitudes and behaviors: active-positive, active-negative, passive-negative, and passive-positive. Each type has its own proportion of positive and negative feedback. Imagine these four types department heads, explain what the essence of each.

Then the managers will be able to determine what type the employee belongs to, how to give feedback. Based on this, they will understand what portion of the negative to give to the subordinate in the course of feedback. Agree, it is impossible to speak the same way with those who sincerely support the cause, and with those who are always trying to evade work under any pretext. The feedback sandwich in the organization will remain the same anyway. But only in structure: first positive, then negative, then positive again. But the sizes of the “sandwich” layers, their ratio should differ.

Active and positive attitude towards work. Negative minimum

Myth #1

After feedback, productivity will immediately increase

No, the efficiency of the staff will not increase immediately. Firstly, because it takes time for employees to implement the activities that they have outlined with the head of the department, to work on themselves. Secondly, according to statistics, 30% of employees, on the contrary, begin to work worse. This is due to the fact that managers give incorrect feedback in the organization.

• Mistake 1: Bosses do not consider what type of work attitude their subordinates demonstrate. Therefore, they do not observe the proportion of negative and positive described in the article.
• Error 2: the head of the department speaks in general, gives emotional judgments about the work of the employee, offends him, and does not indicate clear goals for him.

Feedback is a tool for managing personnel and improving the efficiency of business processes, which should be taken into account in every aspect of any organization. This is a powerful tool of influence, through which information is exchanged between the manager and subordinates, and allows the manager to receive up-to-date information about the consequences of managerial decisions, correct the work of individual employees and entire departments.

An experienced leader uses feedback in order to achieve maximum efficiency of interaction and performance of his subordinates: directs their efforts, identifies the causes of failures and low motivation of employees, spurs and inspires. Feedback allows employees to make the necessary adjustments in the process of performing work, and also acts as a powerful motivator, contributing to the manifestation of satisfaction with the results of work.

As practice shows, many managers do not attach much importance to how they provide feedback to subordinates, often doing it on the fly. And often high-class experts in their profession, but who do not have managerial knowledge and skills, become leaders. It can be difficult for such managers to competently build communication with subordinates.

But feedback should be a natural working tool of daily work.

THE VALUE OF FEEDBACK

Feedback - this is informing the interaction partner about the perception of his activity by others, the reaction to it, the results and consequences of this activity; it is the transfer of evaluative or corrective information about an action, event or process to the original or control source.

The need for feedback is natural for any person, be it a top manager or an ordinary employee. Am I doing what the company needs? Right or wrong? Are my efforts recognized? The lack of feedback, as well as a gross violation of the rules for its submission, deprives a person of guidelines in the organization and reduces his desire to work.

For a manager, feedback is a tool that allows you to:

Express recognition to the employee and support his high motivation;

Change the expectations, evaluation and self-esteem of the employee;

Increase productivity and performance;

Clarify the goals and clarify the tasks facing the employee;

Understand the causes of undesirable employee behavior;

Adjust the behavior of the employee and expectations in order to more rationally use the possibilities of the situation;

Aim the employee for development in a specific direction;

Develop mutual understanding and mutual trust;

Maintain a positive atmosphere in the organization;

To develop the cohesion and harmony of employees, forming a team approach to work;

Reveal that any process or tool does not provide the desired result;

Identify areas that require modernization, change or development in order to ensure sustainable growth and progress of the organization;

To identify the level of employee satisfaction with work in the company, team.

As a result of feedback, the manager receives information about the progress of tasks, allowing him to timely identify and solve emerging organizational problems. He can judge subordinates (their moods, expectations, abilities, motivation, plans for the near and distant future, assessments, etc.) and how they evaluate the style and quality of management, the personal contribution of managers, their authority and influence on organizational and business processes.

To maintain feedback, the manager needs certain experience and skills in the constructive use of the information received; the introduction of appropriate organizational procedures and the establishment of standards; allocating time to maintain feedback and reflect on its results; making changes based on feedback.

Common Feedback Mistakes

When providing feedback, the manager should avoid the following mistakes:

Unconstructive criticism. Rough and aggressive condemnation of the actions of a subordinate, excessive emotionality, which manifests itself in the form of sarcasm, arrogance, disrespectful attitude can shake the employee's self-confidence and undermine his morale. For example, if a manager instructed a subordinate to compile a report and was dissatisfied with the result, in this case, instead of direct criticism (“this report does not contain the information I need”, “this needs to be completely redone”), you should ask what, in his opinion, was the goal tasks, whether the employee managed to achieve it, how the result can be improved. Before moving on to the subject of criticism, recognize the subordinate's certain merits, positive contributions and achievements, start with praise.

Transition to personality. The leader must ensure that the feedback he provides to subordinates relates exclusively to their actions, and not to personal qualities. A manager who gives a negative assessment of an employee's character (say, "you are too harsh") makes that person feel defensive and mentally contradicted. Criticize the person's actions, not the person. It’s one thing to say “You are an intelligent, thinking person, but you didn’t act prudently”, another thing is “You are an idiot, you did such a stupid thing!”.

Using only common phrases. A manager who provides employee feedback in the form (“you are a good leader”, “you did a great job”, etc.) may not achieve the desired result. A subordinate may be flattered by a compliment, but it will not give him useful information about what exactly he did right and what needs to be improved.

FEEDBACK RULES

For feedback to be effective, you should not resort to it if you are not prepared for the meeting, if you are in a bad mood, or if you do not have free time.

Before giving feedback, you need to understand what result you want to get from a conversation with an employee. Then it will be much easier to properly build a conversation. Regardless of the purpose of the conversation, it is useful to observe the following rules:

Study all the information about the question and prepare to provide feedback on the following algorithm. Table 1.

Table 1. Preparing to provide feedback

Question	Answer (to be completed before meeting with the employee)	Remarks (to be completed during and after the meeting)
What do you intend to achieve by providing feedback?
What exactly in the actions of employees would you like to improve?	1…. 2….
What questions do you want answered from the subordinate?	1….. 2….
What difficulties may arise during the meeting and how to cope with them?	1….. 2….
How long does it take for a meeting?

Feedback must be carried out in suitable conditions, in a friendly environment and without external interference.If possible p Prevent interruptions, phone calls, etc.

Feedback must be constructive. First, talk about what is good, what is bad and why, and how it should be corrected. Feedback ideally should contain the highlighting of the strengths in the activities, behavior of the employee and weaknesses - places that require correction, reserves in the improvement of the employee. Talk about what can be changed / added at the level of actions to achieve a result close to the ideal.

Feedback should be timely and factual.
Give feedback shortly after the event you are discussing with the employee. You should not conduct a "Debriefing" two or three months ago, this will cause a defensive reaction of the subordinate. Talk about a specific event. For example: You showed up at work at 10:45 today. This is the second time in a week, let's discuss? And not like this: You always sleep until eleven and are constantly late?

Feedback should be specific, clearly expressed and understandable to your interlocutor. It should contain examples of behavior, and not describe its general patterns.NotSpeak in general terms and do not use allusions.

Discuss events and activities. Not a personality.

Keep a balance between positive and negative feedback. You should start with the "good" part.

Involve the employee in the discussion, let them speak. You need to know his opinion! Ask the subordinate to give their suggestions. What do you think a Customer who wanted to place an urgent order but couldn't get through to us at 9:30 would do? What can be done to prevent the recurrence of such situations?

State your conclusions clearly and document the agreement reached.

Regularly check whether agreements are being followed.

Support any positive changes immediately. Get them fixed.

Do not forget to give feedback not only on the result of the task, but also in the course of the activity.

Your meetings with employees will be more productive if you start using these rules.

In summary, developing the skills to give and receive feedback helps a manager create an environment of mutual trust and openness that encourages constructive change at work.

The manager must remember that with effective communication and constant feedback, there is unlimited potential for improvement in all areas of business and people management.