By Rose O. Sherman, EdD, RN, FAAN
I was recently reminded of the devastating impact that negative feedback can have on a staff member when it is put off until an annual evaluation and was never addressed before. If you ask any nursing leader about challenging parts of the role, the issue of having to give negative performance feedback is high on the list of least favorite leadership activities. Which is why leaders tend to procrastinate doing it. But the problem with waiting is that it may no longer be timely, and the staff member then feels victimized. There should be no surprises in an annual evaluation if the leader is providing effective feedback.
Feedback is especially challenging when it involves issues around communication, attitude and dress. Without specific examples of what needs to change, the leader may find that the conversation spirals out of control and becomes very personal. Comments like “there is a perception about your attitude among others on the team” is not specific or helpful.
Why Feedback Fails
In her new book Executive Presence, Sylvia Hewlitt points out that feedback about one’s communication style is often hard to give and hard to take because it is so emotionally fraught. The situation becomes even more challenging when there is a lack of trust between the leader and staff member. If the behavior is long-standing and never before pointed out to the staff member, it can also be perceived as the “leader’s ” issue. To be effective, feedback has to have three components:
- It is timely so the recipient is clear on what the problem is.
- It addresses one discreet behavior so the recipient knows what to correct.
- It is explicit in it’s guidance so the recipient knows what they need to do to course correct.
Effective leaders let their staff know in advance that they will be giving them feedback and even encourage them to proactively ask for it. Hewlitt recommends that leaders give frequent discreet pointers rather than a semi-annual download. Never impart feedback when you are angry. Pointing out the good first does tend to build trust. In feedback sessions, it can be very useful to ask a staff member for three things they do well and then three areas where they need to improve. For use in the specific example above, Hewlitt provides the following important guidance:
1. Catch people when they are getting it right. – ex. I was impressed with how you managed the communication in that tense situation.
2. Let them know you have their best interests at heart – ex. what I have to say may not be easy to hear but I am telling you this because I want you to be professionally successful.
3. Discuss appearance in the context of personal branding – ex. you are known for your exceptional professional skills and concern for patients …..every message you send should support that including how you say what you say.
Giving good feedback is an art that takes practice. It is not a bad ifor a leader to rehearse with a colleague in preparation for a session that is likely to be contentious. The goal is to stay calm, stay positive and remain focused so that the message is received and the feedback does not fail.
Read to Lead
Hewlitt, S.A. (2014). Executive Presence. New York: Harper Business
© emergingrnleader.com 2016
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