Just like our bodies use pain to inform us of injury, negative information in an organisation is an indication that something is wrong and must be fixed. Both signals suggest that damage has occurred and behaviour must change. Ignoring these signals, or punishing the messenger, results in damage; first at the extremities and eventually to the core of the organisation, leading to an inevitable regression, writes Ria Nisar in his article “Feedback in the workplace”. At the workplace, as people interact, it might happen that they clash. When this happens, a leader or colleague has to provide feedback, which most of the time can bring about more conflict. So, how is feedback given and what is its impact? Elnaam Umutoni, a leadership coach, says that feedback makes the receiver grow in their professional capacity and inspires them to perform highly. “As long as managers and employees take note of that, feedback helps people feel recognised and engaged. It also helps to build trust and loyalty, especially when dealing with any urgent issues or problems right away,” she says. She is also of the view that it opens you up to your managers, as long as you realise what they like and what they dislike, as, she says, it can direct you to know how to work with them. “At least you know what your manager thinks of you if they give you feedback. Actually, silence gives you no clue,” notes Umutoni. Throughout her experience, she has realised that these are simple things but they are the silent killers of one’s career. Aimable Mugisha, a banker, says complaints about a product shouldn’t imply rudeness, rather, it should be motivation. “Instead, business people should use the power of feedback to bring a magical touch to business. Complainers are ‘other brains’, thinking of what has been forgotten to make a business strong,” he emphasises. How to give feedback effectively People imply that giving feedback may not be an issue, rather the way that feedback is given is what creates chaos later on. Hence, they suggest the following tips to make sure constructive feedback is delivered effectively. Positive feedback should praise effort, not ability When giving positive feedback, it’s important to praise effort rather than ability. Based on his personal experience, Mugisha says that focusing individual praise on talent rather than effort leads to poor performance. He says that praising individuals for their natural talent leads to increased risk of aversion and individuals being more disturbed by setbacks. “This contrasts with individuals who are consistently praised for their effort (rather than ability), they are more likely to build determination and resilience, leading to better performance over the long term,” he says. Be specific and pick the right time No one likes to receive vague feedback, says Elias Hakizimana, a Rwandan-based blogger. “Make sure you prepare some specific examples of the behaviour or incident you observed. Remember to mention the effects it has had on you or the whole team,” he highlights. “By providing clear suggestions as to how the employee could do things differently will help foster a positive relationship with the employee for the future.” Moreover, you need to pick the right time and place. You might need to schedule a time and meet somewhere else away from the workplace, he advises. Avoid negative language “When we receive feedback using positive language, it stimulates our brain and leaves us open to taking on new ways of learning,” says Landouard Tubitulimana, an employee at GIZ, a Rwandan-based NGO working for Germany. “Try to give at least as much positive feedback as you do negative. Providing only negative feedback can make people disregard your word, or consider you black-minded.” He also warns of phrases such as “you shouldn’t …,” and “I don’t think…” when speaking. Instead, he urges the use of “maybe you could try…”, or “have you considered doing…?” In search of feedback, people should establish a suggestion box or a feedback form to allow managers, employers or customers weigh in. Sharing a space for feedback gives people time to change their behavioural traits, feel respected, strong and part of a team, a factor that drives the team’s achievements higher.
