Managing Negative Feedback as a Manager

Despite what you've heard, negative feedback isn't something to be afraid of - or embarrassed about. We should be more concerned about not delivering honest feedback, as this causes teams to stagnate.

Receiving unfavourable feedback, especially from their staff, about something they could do better or differently can be extremely tough for managers. However, honest criticism is frequently muffled, and teams continue to operate as if everything is fine.

 

Tips for supervisors who receive negative feedback

So you've received some unfavourable feedback. What comes next?

 

1. Framing the issue: even negative feedback is valuable.

So, as a manager, you may have gone above and beyond and requested feedback. Then, your worst nightmare has come true: you've received some unfavourable feedback. What comes next?

We often avoid seeking feedback because we fear what we will hear. But how can you improve your skills if you never receive feedback?

No one is flawless, so if you ask for input, you should expect some that may make you uncomfortable - everyone has space for development. First, attempt to reframe the feedback as something constructive from which you may learn.

 

2. Request feedback frequently.

Asking for input as a manager is great because it helps you improve, but it also models offering and receiving feedback for your teammates. When you normalise receiving feedback, it becomes easier for you to provide feedback to others and help them grow.

 

3. Be genuinely receptive to the feedback you get.

If you are open to input and are willing to listen, it makes your team feel safe and promotes trusting conditions.

 

4. Build trust among your team members.

How can individuals safely confront you if you don't trust each other? And if your team members don't believe you, they won't tell you the truth. That is, they will let you make mistakes and free themselves of accountability - they will not have your back.

 

5. Create a positive feedback loop.

If you're not willing to bend and listen to them, why should your team?

Managers who ask for input (and choose to do it frequently) are typically astonished by how good the feedback is. They also learn what people value, which helps them direct themselves and build on their abilities.

As a result, managers learn more about what they can build on rather than what they need to stop or change.

 

How to Create a Feedback Culture in Your Organisation

Finally, we wanted to discover how SME managers can incorporate feedback cultures into their teams - and larger organisations. Here are some recommendations and guidance for managers on implementing a feedback culture in the company.

 

1. Reflect

Make time after each project to pause and reflect with your team on the lessons learned and what may have been better. If you don't do that, you'll keep making the same mistakes.

 

2. Discuss

Practise discussing with your team about work, how you perform the job, and how everyone feels about it at the end of each project. It will take a few attempts to create enough trust for your team to go deeper with this.

 

3. Assess

At the end of each meeting, as a manager, you could ask, "How was this meeting?" You might have your staff give it a thumbs up or down and then discuss how you can enhance meetings in the future.

 

4. Define expectations

Committing to an organisation is challenging if you don't know how you're doing. It's also tricky for teams to fully commit to working for a manager if they don't know where they stand.

If you aren't receiving feedback, you may be unsure of what is expected of you and how you perform related to the expectations. As a result, incorporate the following three questions into performance and development reviews:

• What are your responsibilities?

• How are things going for you?

• What are your plans?

 

5. Get input from employees.

As a manager, you may ask your employees regularly, "How am I doing?" Are you receiving what you require from me? Is it clear what I expect from you?

By modelling feedback, you'll be able to construct a structure for feedback in your review and development sessions, so people know they'll get some.

 

6. Use the 360-degree feedback model.

Managers can use 360-feedback to invite their team members to provide feedback on one another. Before you ask someone to do something, be sure you model it yourself. Thank your staff for participating and giving feedback after the 360. Tell them what you've decided to take away from it and what you'll be doing as a result, so there is some accountability.

 

In conclusion, managers should view negative feedback as an opportunity to grow as a leader rather than as a threat. All forms of honest, proactive feedback create opportunities to establish a strong team that works well together and grows together.

 

Source: BreatheHR