Giving Effective Feedback (HBR 20-Minute Manager Series) by Harvard Business Review

Author:Harvard Business Review
Language: eng
Format: epub
Publisher: Harvard Business Review Press
Published: 2014-06-23T04:00:00+00:00

Feedback is not a cure-all for workplace ills. In some cases, you may discover that the feedback recipient just isn’t changing his behavior, even after multiple feedback sessions. There are many reasons why this may happen: The employee disagrees with you, doesn’t understand the need for change, or just doesn’t care. If a problem persists despite vigilant and judicious follow-up, you may have to take additional—and in some cases, more severe—measures.

If things aren’t improving, consider whether there’s anything you might be doing to add to the problem. Were you clear enough when you gave your feedback? Did the recipient understand what he should be doing, and are you supporting him? Ask for help and advice from human resources, or, if you’re not the person’s manager, consider reaching out to his boss for assistance. If the behavior (or lack thereof) continues, set up another feedback session, but include another person in the discussion as a witness, such as an HR representative. Document carefully what the person says and agrees to, as well as how he behaves and misbehaves. If there is no improvement, that person might not be the right fit for your team or organization.

If you have followed these steps and things progress to the point of termination, you’ll know that you’re doing the best thing for everyone involved. You, your team, and your organization do not need to suffer because of one person’s behavior.

For more guidance on how to proceed if the recipient doesn’t react well to your feedback, see “Handling Difficult Feedback Situations” later in this book.

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