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Coaching/developing employees: 5 tips for new supervisors who fear giving feedback

Delivering feedback to employees, especially negative feedback, is challenging even for seasoned managers. Someone new to the role of frontline supervisor, however, is likely to find critiquing the performance of team members especially tough. Here is a list of tips to help boost feedback-giving confidence: 

5 tips for new supervisors who fear giving feedback

  1. Earn trust first. If a supervisor corrects a team member after weeks or months of not delivering any feedback, it’s likely not going to go well. That’s why new supervisors should not wait to give feedback until there’s something negative to share. Giving negative input without first establishing trust means people will have a harder time accepting that feedback. A new supervisor should try to get to know each team member, including their aspirations and goals. Once it’s established that the supervisor supports a team member’s development, it’s possible to link feedback to goals. In other words, feedback will then be focused on the future, not the past.
  2. Don’t delay when negative feedback must be shared. A supervisor’s first instinct may be to procrastinate. That’s why supervisors should incorporate regular feedback sessions, like one-on-ones, into the team’s schedule. Then, when there’s negative feedback to share, a meeting in which to do so is already on the calendar.
  3. Decide if (and when) feedback is even worth giving. A supervisor should not give negative feedback in such a way as to embarrass an employee in front of others. It’s helpful to take time to consider the team’s goals before meeting with the employee in private. Filter out any comments or suggestions that won’t be useful in helping the employee overcome obstacles keeping the team from reaching its goals.
  4. Don’t just talk. The supervisor shouldn’t be the only one talking during a one-on-one or performance meeting. Healthy two-way dialogue should be part of any such meeting. Listen and respond when necessary.
  5. Follow up. Feedback is only beneficial if it’s followed up. After a supervisor has a conversation with a direct report it’s important to check in and see how they’ve progressed.
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Human Resource Management
human-resource-management
Human Resource Management
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InstituteTrainingSupervisor trainingHuman Resource ManagementHuman Resource ManagementPerformance ManagementPerformance ManagementEmployee RelationsUSAHR ManagementEnglishFrontline ManagerHR EdgeEmployee RelationsAnalysisFocus AreaHuman Resources

Coaching/developing employees: 5 tips for new supervisors who fear giving feedback

InstituteTrainingSupervisor trainingHuman Resource ManagementHuman Resource ManagementPerformance ManagementPerformance ManagementEmployee RelationsUSAHR ManagementEnglishFrontline ManagerHR EdgeEmployee RelationsAnalysisFocus AreaHuman Resources

Delivering feedback to employees, especially negative feedback, is challenging even for seasoned managers. Someone new to the role of frontline supervisor, however, is likely to find critiquing the performance of team members especially tough. Here is a list of tips to help boost feedback-giving confidence: 

5 tips for new supervisors who fear giving feedback

  1. Earn trust first. If a supervisor corrects a team member after weeks or months of not delivering any feedback, it’s likely not going to go well. That’s why new supervisors should not wait to give feedback until there’s something negative to share. Giving negative input without first establishing trust means people will have a harder time accepting that feedback. A new supervisor should try to get to know each team member, including their aspirations and goals. Once it’s established that the supervisor supports a team member’s development, it’s possible to link feedback to goals. In other words, feedback will then be focused on the future, not the past.
  2. Don’t delay when negative feedback must be shared. A supervisor’s first instinct may be to procrastinate. That’s why supervisors should incorporate regular feedback sessions, like one-on-ones, into the team’s schedule. Then, when there’s negative feedback to share, a meeting in which to do so is already on the calendar.
  3. Decide if (and when) feedback is even worth giving. A supervisor should not give negative feedback in such a way as to embarrass an employee in front of others. It’s helpful to take time to consider the team’s goals before meeting with the employee in private. Filter out any comments or suggestions that won’t be useful in helping the employee overcome obstacles keeping the team from reaching its goals.
  4. Don’t just talk. The supervisor shouldn’t be the only one talking during a one-on-one or performance meeting. Healthy two-way dialogue should be part of any such meeting. Listen and respond when necessary.
  5. Follow up. Feedback is only beneficial if it’s followed up. After a supervisor has a conversation with a direct report it’s important to check in and see how they’ve progressed.
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