How real-time feedback makes performance reviews easier
Industry experts like Josh Bersin of Deloitte confirm that performance management has really been about feedback all along—we just haven’t been doing it right. Learn why.
There are always blind spots they might not be aware of, thus getting insights from their direct reports can be useful. Soliciting upward feedback also helps set the example, and encourage the development of a culture of feedback, boosting a team’s level of trust.
So how can you tell whether you have the best managers you can? Set up leadership reviews to check the pulse of how they’re doing! While individuals may not be used to giving feedback to their managers about their performance, you can support them in getting started.
Sharing upward feedback doesn’t come naturally. It can feel intimidating and threatening for individuals who may lack the confidence to speak their mind, or are worried about the consequences of sharing constructive feedback that isn’t well received.
The foundation is to establish psychological safety, both company-wide, on a team level, and between managers and their direct reports. Once people feel that they are in a safe environment, they will be more inclined to start sharing their opinions openly.
Ideally, you want managers to set the stage so people feel comfortable giving feedback. They can do this by:
In most cases this will require them to be direct by telling their team members they welcome constructive feedback and appreciate their advice. For example:
“I know everyone has blind spots that they are not aware of. We all make mistakes and I am no exception. I’d like to hear feedback from you, whether it be about my managerial skills or work in general.”
Managers shouldn’t wait for others to spontaneously come and give them feedback, they should be regularly asking for it from their direct reports. They should use this as an opportunity to find out what team members think about a current project, idea or process, on a regular basis.
Holding regular 1:1 meetings with their direct reports is another way for managers to capture feedback and show they are listening, in a more informal setting.
Managers should be able to give upwards feedback themselves, to their managers or senior leadership depending on the line of reporting. If they are transparent about it with their team, even sharing the difficulties they encounter, this not only sets a good example but should inspire employees to speak up.
While giving feedback to a direct report, managers can also seize the opportunity to ask that person for feedback in return, showing that they are open to receiving tips themselves. Once again, this is an effective way to stimulate more feedback sharing across the team.
Anonymous feedback is powerful when it comes to sharing constructive feedback. Most of us struggle to give this type of feedback face to face, and even in writing in can prove challenging.
For managers to show they are open to opinions and eager to create a culture of feedback, help them by providing employees with an option to share feedback anonymously. You could create a “suggestions box” where people can submit their ideas, or you can use a people enablement platform that can allow people to choose for themselves if they prefer to share feedback anonymously or make it clear who it was from.
In order to ensure they are getting honest feedback, here are two tips managers can use.
When they receive feedback from their direct reports, make sure they ask them to give examples of situations or behaviours they have observed. Examples will help provide more context to managers and make the feedback more actionable.
For example if someone receives feedback saying “your presentation of the project strategy is excellent”. Here are some follow-up questions:
Everyone in the team should feel they have a stake in the success of the company. This means:
Once managers start to receive more upwards feedback, they also have to set the example by receiving feedback well, so that it continues coming their way.
Here are four things they should pay attention to when receiving upward feedback.
These can include:
Take into account the credibility of the idea, not its owner. Managers shouldn’t let personal feelings or preconceptions about the feedback giver cloud their judgement.
Managers are trained to see the big picture while employees usually come from the perspective of their role, which can lead to differences in opinions. Having a fresh perspective can be very helpful in many situations. Even if managers disagree with an employee’s perspective, they should respect that they took the initiative to come to them.
If the person has raised a valid point that can be addressed, managers have a responsibility to commit to an action plan, either for themselves or that involves the whole team.
Upward feedback is beneficial to managers and their teams. Help managers work towards establishing trust in their teams, so people feel comfortable to share any feedback they might have.
The more upward feedback managers receive, the better they will be able to support their teams, as well as work on their own professional development. And in turn, the more you will be able to build a culture of feedback in your organisation in your organisation. To support your managers in their use of feedback, download our Managers Guide to Using Feedback to Motivate, Engage and Develop your Team below.
Learn how to get your team ready for feedback to support autonomy, growth, purpose and recognition.