Feedback is one of the many practical, but often difficult practices of a leader, manager or the alike. It’s often ignored because it’s an uncomfortable practice to criticize someone’s work meaningfully; to provide legitimate advice that doesn’t pain the emotions of the one being critiqued.
To sit down with a person and carefully show them all that they’ve done wrong is not something anyone – whether they are in a leadership role or not – looks forward to, which is why so many resort to sending an email instead. I plead you refrain from that method.
Providing in-person feedback is vitally important for the future success of those needing the critique. Not only do you both work through being uncomfortably vulnerable and leave having learned from mistakes, there’s also a behind-the-conscious interpretation of feedback on the receiver’s end.
By receiving feedback, they know they can keep improving, that you believe there’s more to them than what they’re showing, and it gives them something to strive for.
Consider this perspective: What are you telling them when you don’t provide feedback? When you don’t provide feedback, you communicate that you don’t think they can do better, that they can’t learn from their mistakes, that you don’t see them as capable of improvement. Is that how you want your employees, partners, friends to feel?
Feedback. Provide it.
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