Tag Archives: positive feedback

Constructive Criticism?

“Never criticize, condemn or complain,” – Dale Carnegie.

To provide corrective feedback or constructive criticism may spring from a noble intent, AND the effort is futile, likely counterproductive to correcting a behavior or increasing the level of performance.

As a manager, are you required to deliver both positive feedback and corrective feedback?

Yes.

Delivering positive feedback is the easier of the two.

It is the corrective feedback that consternates most managers. Sometimes, delivering corrective feedback is so uncomfortable that managers avoid the conversation altogether.

Managerial effectiveness does not come from telling people what to do. Managerial effectiveness comes from asking the most effective questions.

Positive feedback – a strength I saw in your project, was your adherence to the schedule you created in the planning stage. The reason I say that is most people don’t have a plan, even if they do, they rarely use it to effectively guide the project.

Corrective feedback – if you had to do the same project again, what would you do differently? What impact would that have on the outcome of the project? If you made that change in the project, how would that look in the planning stage? What change would that make to the schedule? Who would need to be in the loop about this change?

The most effective managers are those that ask the most effective questions. And, it doesn’t sound like criticism.

Henry’s Feedback System

Henry took the pushpins out of yesterday’s report and tacked today’s report in its place. This was a new initiative to provide statistical feedback to the floor. On the report were numbers indicating percentage of capacity, scrap overages and mean time to complete. Next to today’s number were the accumulated numbers for the month and the year. Each section of the report had a snappy little graph in color.

When Henry told me about his idea to provide daily feedback to his production floor, I was quite interested. When I saw the posting, I had more questions. I asked Henry to identify his three weakest links on the floor. That was easy, Henry pointed them out immediately.

I asked Henry to take the posting and get some feedback from his three chosen technicians. “How are we doing?”

Individually, the three studied the sheet, then slowly shook their heads. “I don’t know, I guess we’re doing okay, my supervisor isn’t yelling at me.”

Henry was disappointed. He worked hard on his charts. I asked him, “In what way could you present something that everyone will understand, quickly and easily?”

Henry finally settled on one number, today’s units produced. If the number was better than target, it was green. If it was below target, it was red. Next to it, in black, was tomorrow’s target. One week later, everybody understood. Henry’s feedback system was a success.

Yelling Only Creates Avoidance

“But, I give them feedback,” protested Tyler. “They know how to do it right. Why don’t they just do it the way they are supposed to?”

“You want your team members to work the line in a specific sequence in a specific way?” I replied. “You are looking for very specific behaviors?” Tyler nodded his head in agreement.

“When they do it wrong, do you pay attention to them?” I asked.

“Of course. I am usually right on it,” Tyler replied.

“And when they do it right, are you right on it?”

“Well, when they do it right, they just do it right. When they do it right, I don’t yell at them.”

“Tyler, to get desired behaviors, you have to reinforce those behaviors in a positive way. Yelling at people for doing something wrong doesn’t teach them to do it right. Yelling just creates avoidance from doing it wrong. That avoidance behavior can by very erratic and unpredictable. They don’t know whether to scream or eat a banana.

“On the other hand, if you positively reinforce desired behavior, it becomes repeated and predictable.

“So, Tyler, you tell me. What has more value, erratic avoidance behavior or positively reinforced predictable behavior?”

Feedback Loops

Marion’s bottom lip protruded. If she was eleven years old, I would have sworn she was pouting.

“I think I know who said that,” she announced.

“Is it important?” I asked.

“Well, I think they have a chip on their shoulder and this evaluation was just a chance to vent, to make me look bad.”

“Marion, there are positive things in this evaluation, and there are negative things here. You like the positive stuff, but you don’t believe the negative stuff.”

“Well, I think this person has an agenda. I don’t think it’s me,” she continued to protest.

“Do you think that is part of the problem?”

“I don’t think it’s me,” Marion repeated.

“You are angry at the person who gave you the negative feedback and you would like to ignore the feedback,” I confirmed.

“Besides, even it were true about me, I can’t change, that’s just not me. I couldn’t do it. Out of the question. I don’t see how anyone could do that.”

I looked at Marion. Without a word. Silence.

“But if you could change, what would you do first?”

When to Give Positive Feedback

Charlie was coaching the operators, I was coaching Charlie. Actually, I was training Charlie. Our first subject was Sonja.

“Good morning, Sonja,” I took the lead. “You completed the training for our real-time data entry screens and then we threw you back on-line with real customers. I don’t know if that is fair, so today, we have you off-line for an hour. We will do the same work, but the customer won’t be real. In fact, I am going to be your customer, so if you need to stop and slow down, all you have to do is smile and we will slow down.

“Since, I am the customer, Charlie will be your coach. Every time Charlie sees something he really likes, he is going to stop you and tell you about the element you did well. Ready?” Sonja smiled.

“You smiled,” I said. “So, let’s take it slow. You have your phone script, let’s start at the top.”

Sonja started through the script. Twenty seconds in, I stopped her.

“Charlie, we just finished the first few seconds of the call. What were the elements that Sonja did well?” Charlie stared at me, intently. Though I had briefed him before we got started, he was still focusing on mistakes. In the first twenty seconds, Sonja had made no mistakes, so Charlie didn’t know what to say.

“Charlie, in the first few seconds, did Sonja stick exactly to the script?” Charlie nodded. “Then, tell Sonja what positive element she accomplished by sticking to the script.”

So, Charlie talked about consistency. And we went on, stopping every few seconds, so Charlie could make a positive comment about Sonja’s performance. The first call took 15 minutes. The second call took 12 minutes. The third took 8 minutes. The fourth took 7. Then 6 minutes. The last two calls hit our target at 4 minutes, and then we had coffee.