Feedback should be clear and actionable, not ‘nice’ and vague

Many managers sugar-coat tough feedback, either to avoid retaliation or to protect employees’ feelings. But research shows that managers tend to overestimate how well employees understand “nice” criticism. To make sure your team members have the clear, actionable feedback they need to grow, do a few things. First, give feedback more often. In addition to annual appraisals, use weekly or monthly check-ins, regular trainings and in-the-moment comments to talk about employees’ work. The repetition will reinforce your message. Second, avoid language that could obscure your meaning. For example, “likely” and “a real possibility” are phrases that don’t mean the same thing to everyone. Be specific in what you say. Third, after you give feedback, ask employees to paraphrase what they heard, to ensure they understand it. Ideally, they’ll be proactive about asking questions when needed — but if they aren’t, neither of you gets what you need out of the conversation.

(This tip is adapted from “Are You Sugarcoating Your Feedback Without Realizing It?,” by Michael Schaerer and Roderick Swaab.)

If you’re constantly feeling overwhelmed, try this

Between work, family and our personal lives, it’s no surprise that many of us feel overwhelmed a lot of the time. If your to-do list never seems to get shorter, step back and try a new approach. For example, consider whether certain tasks are stressing you out more than others. If so, focus on those first: Finish a big project as soon as possible, or break down a complicated goal into more manageable steps. You should also consider whether perfectionist tendencies are getting in your way. For each task, think about what “good enough” looks like, and be honest about whether spending more time on something will meaningfully improve it. (If not, take a breath and move on.) Finally, ask yourself which to-dos are truly a good use of your time — and then delegate those that aren’t. Could you send an employee to a meeting you don’t need to be at, or outsource meal preparation at home if you don’t like cooking? Thinking about how you’re using your time can help you use it more wisely.

(This tip is adapted from “How to Deal With Constantly Feeling Overwhelmed,” by Rebecca Zucker.)

Should big decisions be based on data or your intuition?

When making an important decision, should you trust your gut, or gather more information before deciding? There are two factors to consider. The first is whether more data could actually help you pick the right option. If your company is considering a new product idea, for example, you can do market research and assess your competitor’s offerings — but that information won’t guarantee that people will buy your product. In a situation like this one, you may consider the data at hand and then rely on your gut. The second factor is the context of the problem you’re facing. If successful mental models and schemas exist for this kind of decision, it’s probably a good idea to use them. On the other hand, if you’re trying to differentiate yourself from competitors who have followed those models, gut instinct may be the way to go. And remember: Intuition draws on the objective and subjective information you already know — so your gut feel is, to some extent, data-driven.

(This tip is adapted from “When It’s OK to Trust Your Gut on a Big Decision,” by Laura Huang.)

Do your company norms promote the behaviour you want?

Every company has unwritten rules that dictate how people behave. Often these norms are so ingrained that leaders don’t even think about them — but unless you do, you risk creating a disconnect between how people think they should act and how you want them to act. Start by asking yourself what norms employees might hold in their heads. For example, what do people think the best way to get ahead is? Are they allowed to disagree with the boss in meetings? Then test your assumptions by asking employees what they think. (This may be easier if you aren’t the one asking.) Write down what you hear, and reflect on which norms help the company achieve its goals.

(This tip is adapted from “Why You Should Write Down Your Company’s Unwritten Rules,” by Karen Niovitch Davis.)

Published in Dawn, The Business and Finance Weekly, November 18th, 2019