Feedback is a daily staple of my work as an executive coach. I am often giving direct feedback to the leaders I work with, sharing 360-degree feedback from the leader’s colleagues, and then helping them process and reflect on the feedback they receive. Here are three common stories that employees tell themselves about what their manager is thinking when they don’t get enough helpful feedback.
Story 1: “As long as I’m not creating trouble for my manager, I’m doing fine.”
While some people are perfectly satisfied just staying out of trouble, most professionals would rather know what impact they’re having
- “Not creating trouble” should become your minimum expectation, not the highest goal you set for your people
- Let your employees know specifically what you appreciate and value when they meet or exceed expectations, and also share your perspective on what they could do differently when they fall short
Story 2: “My manager doesn’t think I can take feedback well.”
If you’re not giving feedback because you actually fear that it won’t be well-received, then you’re falling short on three counts:
- You’re not helping your direct report to have more impact.
- He/she is not supporting her to better help the team, the clients, and the organization, and may be contributing to a lack of psychological safety by failing to create an environment of support.
Story 3: “My manager doesn’t think I can change.”
Managers with fixed mindsets often fail to recognize positive changes in employee performance.
- Adopt a growth mindset, for your employee and for yourself
- Employees with growth mindsets welcome challenges, work harder and more effectively, and persevere in the face of struggle, which makes them more successful learners and better contributors to their organizations.
