| Often as I work with owners of small businesses, I find | | | | Everyone enjoys praise, so I insist that you point out |
| that an easy goal to achieve is the improvement their | | | | the individual's strengths first and give at least six |
| teamwork. At the base of motivating their team | | | | positive comments for every negative one. |
| members, I find many business leaders make a | | | | Remember that you are giving feedback for the other |
| common mistake when they think feedback is about | | | | person's benefit and so your business will perform |
| behaviour correction rather than individual motivation. | | | | better. |
| Feedback often and directly | | | | Even if a mistake has cost you money, avoid shouting |
| Virtually no one thinks they get enough feedback, | | | | and screaming because that will just demotivate your |
| because virtually no one gives enough. So I would | | | | staff and encourage them to change employer. |
| encourage you to give your feedback promptly while | | | | Rather you should reframe the event as a training |
| the event is fresh in everybody's mind and any | | | | investment where you and your employee can learn |
| improvement lessons are clear to see. | | | | to do better next time. |
| Be specific and in context | | | | Then listen for their feedback |
| Before you give feedback, I want you to provide a | | | | Make sure that you give your staff an agreed way |
| specific context to each of your comments: "I want to | | | | forward particularly when they have taken critical |
| talk about the report you wrote yesterday." | | | | feedback. I usually offer individuals the chance to |
| Then point to what went well and what did not for the | | | | reflect overnight and then to come back to me with |
| individual or your team and I urge you to always | | | | their response at a later time and place. |
| describe actual behaviours. | | | | Try asking at the close of your next conversation: |
| Then follow your point by expressing the impact of the | | | | "What difference does this feedback make to you?" |
| event, to explain why it is important to you and how | | | | Be ready for a short silence ... even a surprised one ... |
| you felt about it. | | | | but hang in there and listen for their answer. And you |
| Have the right ratios | | | | will become a better boss, leading a better team. |