What to write as an example of feedback to a manager. How to give feedback to managers. Algorithm for constructive criticism

Principles of Effective Feedback

Why this conversation is important and useful is its versatility. The principles that will be discussed work perfectly in all areas of our lives. And they bring excellent results everywhere – when used correctly. During trainings, we usually do not recommend practicing public speaking skills on family and friends. But in this matter, on the contrary, we strongly recommend that the principles of effective feedback be introduced and used in your personal life as soon as possible.

The quality of feedback is perhaps the key issue in any training, and, in general, in the development process. Good feedback (for short, feedback) signals in time how well we are moving towards our goal, whether we need to correct the course or change the speed (and perhaps even urgently turn around in the opposite direction and change the type of transport). The OS also affects the goals themselves - they have to be adjusted, or even changed. In a word, the importance of a high-quality OS in our lives can hardly be overestimated - unfortunately, many were unable to achieve what they were capable of due to incorrect OS from their mentors.

Look around - we constantly receive a powerful stream of assessments, criticism, advice, discussions and condemnations of ourselves and our every action. What is splashing in this stream?

Empathy?

The critic's desire to show off his intelligence?

The desire to hurt us?

Intent to put in place?

Indifferent execution of the protocol?

Alas, sometimes even a sincere desire to help resembles the strong friendly embrace of a porcupine - it both pricks and puts a splinter in it. After all, the contexts for the process of transferring knowledge and experience can be very different. Compare: “I’m teaching you - you’re still young and stupid - you’re incompetent and generally worthless” and “you’re learning - you’re striving to become a master - you’re great!” In which of the “wrappers” did you receive your training most often?

Of course, you can learn useful lessons from any touch in life - if you were strong enough to stand on your feet after this touch. And yet, from the point of view of efficiency and speed of learning, it is much better when the OS is given in compliance with certain principles.

So - competent advice, or principles of an effective OS.

1. FRIENDLY.

The most important condition for a person to take your advice is to create a friendly, trusting atmosphere. This is perhaps the fundamental difference between constructive advice and malicious criticism.

Try right now in front of the mirror to make a dissatisfied grimace, stand in a defiant fighting pose and make an aggressive gesture with your hands. So how? I think that the reflection seen in the mirror really wants to respond with the same aggression (and if you tried hard with a grimace, then just run away) - what kind of feedback is that!

An atmosphere of trust and friendliness creates a positive working mood, encourages full disclosure of creative potential, and helps to accept the OS “on its merits” without “bothering” over the possible “secret motives” of its author. Moreover, this is true both for working with other people and for assessing your own performance.

Creating such an atmosphere is sometimes difficult, but almost always necessary!

2. SINCERE.

Sometimes, imbued with the desire to achieve maximum friendliness, we begin to produce an OS that does not quite correspond to reality. Whether it is a desire to please, or a fear of upsetting - the result is sad. A speaker who receives such an OS “in roses” stops developing.

To be effective and help your skill grow, your OS must be honest and sincere. There is no need to remain silent about shortcomings - otherwise a person will never know about them. There is no need to invent non-existent advantages - otherwise a person will not understand what to work on next. A disingenuous OS is pointless because it doesn't fulfill its main purpose.

When talking about this principle at trainings, we always emphasize that it is also important not to be afraid to give your sincere feedback if you work in a group and the feedback from other participants (and even trainers!) does not coincide with your opinion. This is normal, the overall objective picture always consists of many personal SINCERE opinions that do not adjust to one another.

3. PRAISE FIRST! We say we liked it.

During trainings, this is the most passionately supported principle when discussed and the most difficult to implement)))

It would seem so easy to tell a person first of all what he is doing well, to praise him, to rejoice with him! But in real life, for some reason, everything turns out the other way around - is this our mentality, or what?

Why is it so important to start with praise?

The person made a great effort, tried - it is important to note this in order to consolidate positive motivation, to give a positive assessment of the achieved result;

This will strengthen the atmosphere of friendliness and trust in each other, and will help to perceive information about shortcomings more constructively;

A person will know about his strengths, what he can rely on in future work, this will strengthen his confidence in his abilities.

You yourself, paying attention, first of all, to the strengths of the speaker, will have an excellent opportunity to “take” them for yourself, learn to do the same and enrich your “arsenal” of strong techniques, useful habits and witty solutions - excellent material for your Self-Development System !

Add something of your own...

Sometimes during trainings the question arises: what to do if there is nothing to praise for? Inventing something that violates the principle of sincerity? Or immediately criticize, violating the principle of friendliness?

The answer here is simple. Both my colleagues and I, having conducted a considerable number of trainings and seen a very large number of listeners at them, agreed on the opinion that there is always something to praise a person for. No matter how unsuccessful his speech may seem, his performance at work, his answer at a seminar, his attempt to cook dinner... the list goes on.

If you cannot find reasons for praise, it means that there is something wrong with you as an expert, as a coach, as a parent, as a leader... continue the list. This means that you urgently need to work on yourself in this direction.

Regarding praise as the basis for feedback, I’ll share an interesting parable:

“One young, wealthy man bought a beautiful house with a beautiful garden. And his neighbor was an envious man. So envious that every time he did something nasty. And then one fine morning, a young, wealthy man opened the doors of his house, and on the porch he saw a bucket full of slop. He took this bucket, poured out the slop, polished the bucket until it was shiny, went to his garden and filled this bucket with the ripest, most beautiful apples and went to his neighbor. An envious man, seeing his neighbor approaching his house, rejoiced: “Finally, I got him!” and ran to open the doors of his house, hoping for a scandal. But, opening the door, he saw a neighbor who, holding out a bucket full of beautiful apples, said: “He who is rich in what, shares it...”
Friends, I ask you to share apples with each other in your feedback!

By the way, in the reviews, the participants of our trainings said that this principle - first of all, noticing positive things and phenomena around you - gradually turning into a habit, radically changed their system of views on the world around them as a whole. And life became much more joyful, kinder and richer. Try it too!

The conversation about other principles will continue in the next issue. We will discuss

How can one criticize?

How to properly light up your eyes

Why brevity is actually the sister of talent

Who should have the first word?

And other interesting things...

Faithful Words and True Decisions to You!

Vyacheslav Salomasov
Psychologist, coach, business trainer.
Director and leading trainer of the school of public speaking "True Word"
https://vernoeslovo.com/

The ability to give and receive feedback, i.e. communicate with subordinates, colleagues, managers. This tool for a successful leader remains relevant to this day. Feedback is a “mirror” of an employee’s actions through the prism of established standards in the company and the emotional maturity of his immediate supervisor.

1. Ability to delegate authority.
2. Ability to receive support from top managers of the company.
3. Ability to provide adequate feedback to subordinates.
4. Ability to accept feedback from others (colleagues, managers).
5. Showing confidence to those around you and to yourself.
6. Public speaking skills (meetings, conferences, meetings within the department, presentation of your opinion, etc.).

Today we are focusing on points 3 and 4 - The ability to give and receive feedback.

Feedback is a “mirror” of an employee’s actions through the prism of established standards in the company and the emotional maturity of his immediate supervisor. I purposefully use the term “emotional maturity of a manager” because I am sure that this is a key concept, that it is the context that matters and is decisive in the final influence on the emotions and actions of the employee.

I once read the phrase “A leader is strong in his team” - it resonated with me very much, because, as practice shows, there are no ready-made teams, they are created by talented, strong people. The creation process does not stop for a minute; it is always active. Highly effective feedback becomes an important tool for a leader in this work.

The most important prerequisite for good cooperation is constant and open two-way feedback. This is the ability to communicate with your subordinates. This quality has traditionally been attributed to the professional skill of a leader at any level.

An employee can only fully demonstrate his abilities and adapt to the requirements placed on him when he has information about the quality of his work, personal KPIs, and how he is perceived in the team.

What types of feedback exist:

1. About the results of its current activities (KPI).
2. On compliance with the company’s corporate culture.
3. About employee suggestions and initiatives.
4. About interaction with colleagues and supervisor.
5. About the company's current and strategic plans.

Feedback formats:

1. Positive feedback.
2. Negative feedback.
3. Neutral feedback.
4. Constructive feedback.
5. Motivational feedback.
6. Demotivating feedback.
7. Criticism.

All of the above actions always have a specific purpose. We do not just inform a person about the actions he has performed; we always have a purposeful task of conveying specific information to him.

What could be the purposes of feedback:

• employee(s) motivation;
• support for employee actions, direction to achieve, for example, better results;
• awareness of your strengths and weaknesses, motivation to improve your skills;
• assistance in recognizing the mistakes made and planning steps to correct them.

What are we doing about this?

First of all, before giving feedback to an employee, we mentally ask ourselves the question: “Why am I saying this now?” We remember “Reasonable Dialogue” technique, which was discussed in my previous article “”. This technique is the basis for all other speech techniques, and this is why it is valuable.

Important! So that employees hear you and understand your message exactly as you intended it, without distortion or personal interpretation.

How do we do this?

The operating principle of this model is as follows:

• start in a positive way, find positive aspects in the employee’s actions;
• the middle is what requires adjustment in the employee’s actions;
• we end the conversation again in a positive way, as a rule, we set the employee up for new actions and express our confidence that everything will work out for him.

This is a basic method that many people know and use, but from my personal practice I would like to add the following observation - changes in the actions of employees occur only in one case, if you, as a manager, believe that this employee will succeed.

If you give a positive motivational speech, but internally remain confident that the employee will not succeed, then the situation will change in a negative direction. A leader who does not believe in his team or individual employees on a non-verbal level demonstrates to them what he is silent about, and gets the result that he himself believes in, i.e. low result. The employees will exactly meet his expectations.

Why? Because verbal information is complemented by nonverbal information, and at the level of intuition, the employee considers your disbelief (nonverbal information) in him and will begin to meet your expectations. This phenomenon is described in detail in the psychological literature.

For example, an experiment was conducted with students. The class was divided into two parts. One group of teachers was told that gifted children would study with them and asked them to take this very seriously. Other teachers were told that I'm sorry, but it so happened that you got the students who were behind. But in fact, the children were absolutely equal in terms of knowledge. As a result of the experiment, a group of schoolchildren who were taught by teachers who believed that they were teaching gifted children showed very good results. The other half of the students showed lower results than before the experiment.

In practice, there are more such examples when faith in a person’s capabilities pushes him to achieve high results, and vice versa.

If you are sure that an employee will definitely not cope with the task, there is no need to put on a “good face on a bad game”; assign another specialist to this task, or change the employee.

There is another option: on the one hand, you are not completely sure of the employee’s sufficient qualifications, but you give him a chance to try his hand. The results may be unexpected. However, this still implies a small percentage of faith in the positive outcome of the experiment. It is possible that such an experiment will become a point of growth for an employee.

And now about other effective techniques.

Express method - Model B.O.F.F.(most often used in coaching management).

Behavior - Outcome - Feelings - Future

How to use? Structure of a conversation with an employee:

Behavior (actions)- we note only facts (event, action, data, etc.). Important! Do not give emotional coloring to actions, only objective information.

Example:- You were 30 minutes late for a work meeting today.

Result (effect of these actions) - we list the consequences that occurred or could occur as a result of these actions.

Example:- Your lateness resulted in the failure to sign the supply agreement with client A.

Feelings - we describe only our feelings, emotions that were your reaction to these actions.

Example:- I was unpleasant that because of your lateness...

Setting for the future - discuss specific steps the employee is willing to take to ensure that such actions do not happen again.

Example:- What can you do to avoid being late for important work meetings?

In cases where an employee’s actions are repeated, it is advisable to proceed to administrative consequences.

In the classic version of B.O.F.F. There are two more steps such as:

• Repeated violation entails logical consequences, i.e. Agreements are agreed with the employee on what measures will be taken against the employee when the situation repeats. Moreover, the employee assigns himself a measure of responsibility.
• If the violation is repeated again after the agreed upon logical consequences, then they move on to administrative consequences - a fine, reprimand, dismissal, etc.

In my practice, I have rarely seen the last two steps in Russian companies. Most often, the manager determines the extent of responsibility for violating agreements immediately after identifying any violation/action.

I will not describe the next two models in detail; I am sure that you understand the principle of operation of such models, and there is enough information on this topic on the Internet.

Model S.O.I.

Standart – Observation - Result / Standard - Observation - Result

It is most appropriate to use in situations where an employee has committed some kind of violation or violated corporate rules or standards.

Model SLC

Successes - Lessons (Learn) - Change (Changes)

This feedback model works effectively in group activities - design work, summarizing the intermediate results of the team’s activities or the final work of the team.

During my work with managers of different statuses in Russian companies, I collected and compiled into a small table the conclusions that characterize highly effective feedback, I think this information will be useful to you.

Highly effective feedback

Effectively	Ineffective
Pay attention to employee behavior	Focus on the employee's personality
Rely on objective data/observations/facts	Rely on reasoning/assumptions/emotions
Analyze event/action	Evaluate the event/action
Exchange ideas/collaborate	Give advice/directions
Express your thoughts specifically and clearly	Summarize your thoughts
Quick response to an event/action. Show your attitude quickly	Delay the expression of your attitude
Solve problems that you can really influence	Strive to solve problems that are impossible to influence
The “carrot and stick” method	Apply the method of either only praise or only criticism
Believe that the situation will improve	Don't believe the situation will improve

I think every successful leader is interested in what thoughts are born in the minds of his employees and what questions they expect answers to during feedback. Re-collected material in practice:

• The biggest discomfort for employees is the “information vacuum.”
• How does my work meet my manager's expectations? How does he evaluate my results?
• How does he evaluate me as a person? How valuable am I to my manager?
• What performance standards (KPIs) do the company have? Do I meet these standards?
• How does the manager/company evaluate my contribution to the overall performance of the department/company?
• What do I need to do to move to the next career level at this company? What skills need to be improved? What skills need to be developed?

How to measure the effectiveness of feedback?

First, define effective feedback. The most common definition is that effective feedback is feedback that is followed by appropriate behavior change (Jewell, 2001). Regulation of behavior, along with regulation of interpersonal relationships and self-knowledge, are the main functions of feedback (Russell, 2002).

In this regard, within the framework of the issue discussed in this article, it is advisable to distinguish three levels of feedback effectiveness:

• Behavior level- when we observe an employee’s intention to adjust his behavior/actions in accordance with the feedback received.

• Level of relationships/communications- when an employee has an intention to change relations with the manager and participants in the event/actions in accordance with the feedback received.

• Level of personal attitude towards OS (individual reaction to OS)- when an employee has specific actions to change his attitude towards himself in accordance with the feedback received.

We looked at the topic of how to give feedback to subordinates.

How to receive feedback? And again, a collection of recommendations collected as a result of practical work with managers.

Firstly, they were once also novice managers and, like you, studied this powerful work tool, so first of all it is important to understand the mechanism of feedback.

Secondly, listen carefully to feedback. What not to do - object/interrupt.

Third, ask clarifying questions, collect lenses. What you shouldn’t do is look for hidden meaning.

Fourth, recognize objective data. What not to do is ignore the lens.

Fifthly, join in the discussion. What you shouldn’t do is refuse to answer, avoid discussion.

At sixth, accept information without judgment. What you shouldn’t do is defend yourself.

The material presented in this article will help you navigate your first management steps. Next, you will develop your unique experience and supplement this collection of useful tips with your own individual solutions.

In practice, of course, there are many different variations and it is not always necessary to act according to any specific feedback model. Try it, take action!

If you wish, further study the techniques of neurolinguistics, for example, speech meta-programs, E. Berne's transactional analysis (Parent-Adult-Child) in order to more deeply understand and measure the level of effectiveness of feedback.

It happens that an important employee or an old loyal client suddenly leaves, and you don’t understand why. You don’t understand because there is not enough feedback - there is no dialogue between you. If you work with feedback correctly, you can avoid such situations.

Why do you need feedback?

Feedback provides additional information and helps to better understand each other in order to avoid surprises and surprises. Without her, everything falls apart.

You thought that the employee understood you, but he did the wrong thing and will have to be redone. We wanted to write to the client tomorrow, but he asked for an answer today and a conflict resulted. You left a request on the website and are waiting for confirmation, but the letter went to spam and your mother will not receive a gift for the New Year.

Feedback is any reaction to an event or action. It is present everywhere: you pressed a button - you heard a characteristic click, you broke the rules - you received a fine, you let a client down - you lost it, you offended a cat - you found a surprise in your slippers. The answer to a question is also an example of feedback. They asked a question, received the information they needed, received a clarifying question, or received a rude response. Any of the options is feedback that you can work with. In the article we consider working with clients, subordinates and management.

Feedback principles

Feedback is a tool in the hands of the performer and the manager. If you use the tool incorrectly, at best, nothing will change, but you can cause harm. Therefore, before giving and accepting feedback, look at the principles of working with it. Benefit Feedback is based on a goal - what needs to be improved. All participants must understand it equally. Without a goal, you will waste your time.

The client left a request - show that the request was received and will be processed.

Specificity Dialogue will not work if the participants do not understand something or the information has not been verified. Therefore, feedback must be clear and accurate.

The client asked a simple question, and the manager answers with technical terms and circuit diagrams - the information is accurate, but there will be no dialogue.

Productivity It is not enough to understand the goal, you need to strive for it and remove distracting, counterproductive factors. There are two of them: switching to personalities and emotions. Timeliness If you rush or be late with feedback, you can devalue it. There is no general rule about when to give it - it depends on the situation, it can be constantly, instantly, in advance or later.

1. At a traffic light, the countdown to the green signal is constantly needed.
2. If you launch the program on a smartphone, it should open instantly.
3. Explain to your child in advance that stealing is bad; at 30 it will be too late.
4. Do not rush to punish an employee - you need to understand the situation, check the facts and wait until you are alone.

Regularity Feedback doesn't work if you do it sporadically. For it to produce results, people must develop the habit of receiving and giving feedback.

The training intern made ten mistakes, you discussed and eliminated only two - eight were fixed.

Marat Akhmetzanov technical support manager

I went from a simple specialist to a manager in onlinePBX technical support. I worked on the first and second lines, was a senior specialist, and have been heading the department for the last two years. Since 2015, I have conducted hundreds of interviews with candidates, participated in the creation of a training program, built quality control and implemented KPIs. vk.com/another_generation

Five rules of feedback

The principles answer the question “what kind of feedback should be”; in this chapter we will look at the basic rules of how to give. 1. Check the information Before giving feedback, check the accuracy of the information from the original source, check the facts, recalculate the numbers. Trust is difficult to earn and easy to lose. 2. Control your emotions It is important to control your emotions and not get personal, and also to care about who you give feedback to. Don’t push on and don’t make others feel like fools; under stress, a person stops taking in information. 3. Ask questions Feedback is a dialogue; you need to involve the interlocutor in the conversation. During the conversation, constantly clarify: they still understand you, they agree with you, what the interlocutor thinks. Perhaps you missed something and need to go back. 4. Suggest the next step Keep in mind the goal and what you want to improve. Therefore, the result of feedback is the assignment of the next action or solution options. If this is not done, uncertainty arises. 5. Summarize So that everyone has the same understanding, summarize: what was the goal, what was discussed, what is the next action. It happens that we discussed it together, but understood it differently; a short summary at the end helps to avoid such situations. Now let’s practice giving feedback on the client Zhanna, the employee Igor and the manager Anatoly Borisovich. Let's look at it from the perspective of the person receiving the feedback: let's look at what's important to them, how they think, and what they expect.

Customer Feedback

Zhanna lost her Internet and calls her provider. She needs to conduct a webinar on weight loss, so it is important to fix the Internet as quickly as possible.

1. Check the information

A technical support specialist should first check the failures on their end before advising you to reboot the router. There is no need to waste Zhanna’s time and irritate her with memorized phrases.

2. Control your emotions

If the router still needs to be rebooted, the specialist must patiently and thoroughly explain how to do this. You may have to repeat the same thing many times - don't get annoyed. Zhanna knows everything about losing weight and should not know anything about twisted pair cables, broadcast DHCP requests and the router firmware version.

3. Ask questions

During the process, you need to explain your actions and ask questions. What did you do, what does Zhanna see in front of her, did the green lights go out or not after the power was turned off. This helps to solve the problem consistently, not miss anything, and keep the client in the loop.

4. Suggest the next step

It is important for Zhanna that her problem is being solved and will continue to be solved. If the specialist does not see any failures, a reboot should be suggested. If it doesn’t help, suggest calling a technician. If the problem cannot be solved here and now, you need to offer an alternative: go to your neighbors, visit or cafe.

5. Summarize

At the end of the conversation, the specialist should summarize: talk about what they did to solve it, why it was not possible to solve it over the phone, remind you when the specialist will arrive and what to do now. If Zhanna is still unhappy, she cannot blame the specialist - he tried to help, was helpful and took care of her.

Feedback to employees

Designer Igor made the website layout not according to the brand book, it needs to be redone. If you delay, the team will not be able to deliver the project on time and will lose the bonus. The manager needs to “talk” about this with Igor.

1. Check the information

Before the conversation, the manager should double-check all brand books, style guides, and interface style sets. Write down the most critical errors. You need to explain to Igor using specific examples, otherwise it will be difficult to convince.

2. Control your emotions

Igor is an experienced and respected designer, although he made a mistake. In order not to lose a valuable specialist, you need to think about his feelings in advance. The manager should talk to him in private; it is unknown how he will react; if you criticize him in front of his colleagues, he may be offended and leave for another department or company.

3. Ask questions

The purpose of feedback is to understand the causes of the error and eliminate them, and not to reprimand the designer for “hack work.” If you ask Igor about the reasons, it turns out that he is overloaded with projects and does not have enough time to check everything. Superman syndrome prevented him from saying this before.

4. Suggest the next step

To resolve the situation and deliver the project on time, there are many options: work overtime, hire another designer, order outsourced work, abandon non-priority tasks, re-negotiate deadlines with the client. The manager and Igor must choose a suitable solution and agree on the next step.

5. Summarize

In conclusion, the manager must discuss both problems - the designer’s workload and the layout not according to the brand book. Repeat decisions for each of them and remind about the next step - what the designer should do when he leaves the office. So, Igor is left with two options: confirm the agreements and go to work, or discuss them again.

Feedback to managers

Director Anatoly Borisovich canceled the annual bonus due to the company's low performance. But one employee has a mortgage and a son was recently born, so he came to the director to negotiate an exception.

1. Check the information

Anatoly Borisovich is an experienced businessman; he speaks with employees in the language of numbers and facts. Therefore, you need to prepare for the conversation: choose the right time, raise department indicators and calculate the contribution to the company’s profit, remember overtime and additional tasks.

Feedback in an organization makes the work easier not only for the manager, but also for the employees themselves. Find out what experts say about this in this article.

From the article you will learn:

Feedback in the organization: general information

Company feedback is information about an employee's past behavior that is communicated to him in the present with the hope that it will influence future behavior. It is a key component in the development of employees, and also helps not only to correct identified mistakes of subordinates before they become habits, but also reinforces the desired model of behavior. As experts note, this stimulates professional development and helps employees achieve their goals.

Download documents on the topic:

The feedback process helps improve future performance because people need to understand how effective they are now. They need specific information about strengths as well as those that need development. Feedback in an organization is a tool that allows you to see yourself from the outside, plan development and track progress.

For a manager, feedback is considered a tool that allows:

• express recognition to the employee and maintain high motivation;
• change expectations, as well as the specialist’s assessment and self-esteem;
• increase work efficiency and productivity;
• clarify goals, clarify the tasks facing a person;
• understand the reasons for negative behavior in a timely manner and correct it;
• target specialists for development in a specific direction;
• develop mutual understanding and trust;
• maintain a positive atmosphere in the team and in the organization as a whole;
• develop harmony and cohesion, forming team approach to work;
• identify which process or tool does not provide the desired result;

Feedback not only helps the employee improve, but also helps the manager identify areas that require modernization, change or development in order to ensure sustainable growth and progress. Moreover, the principle of feedback directly depends on its type. The more competently the process is structured, the easier it is for the manager to collect important information and eliminate all shortcomings in a timely manner.

You might be interested to know:

Positive feedback or negative: determine the type

How much negativity to give to an employee during feedback in an organization depends on how he feels about his work and how he behaves.

There are four types of attitudes and behavior: active-positive, active-negative, passive-negative and passive-positive. Each type has its own proportion of positive and negative feedback. Imagine these four types heads of departments, explain what each one is about.

Then managers will be able to determine what type of employee they are and how to give feedback. Based on this, they will understand what portion of negativity to give to the subordinate during feedback. Agree, it is impossible to speak the same way with someone who sincerely cares about the cause and with someone who is always trying to evade work under any pretext. The feedback “sandwich” in the organization will remain unchanged in any case. But only in structure: first positive, then negative, then positive again. But the sizes of the “sandwich” layers and their ratio should differ.

Active and positive attitude towards work. Minimum negativity

Myth No. 1.

After feedback, productivity will immediately increase

No, staff efficiency will not immediately increase. Firstly, because it takes time for employees to implement the activities that they outlined with the head of the department and to work on themselves. Secondly, according to statistics, 30% of employees, on the contrary, begin to work worse. This happens because managers give feedback incorrectly to the organization.

• Mistake 1: bosses do not take into account what type of attitude towards work their subordinates demonstrate. Consequently, they do not comply with the proportion of negative and positive described in the article.
• Mistake 2: the head of the department speaks in general, makes emotional judgments about the employee’s work, offends him, and does not indicate clear goals for him.

Feedback(feedback) - information that an employee receives about how the manager perceives and evaluates his actions.

Why feedback is needed:

1. With its help, the manager manages the activities of his subordinates, that is, he encourages the desired behavior and limits the unwanted. By praising an employee, he thereby confirms the correctness of his actions, compliance with the plan, and the ideas of the manager. If it is necessary to change the actions of a subordinate, the manager gives corrective feedback. This achieves the main thing - ensuring the effectiveness of the subordinate’s actions.
2. Feedback performs a teaching function. It allows the employee to find out what is expected of him, what are the criteria for evaluating his work, and how much his actions correspond to the correct technology for performing the work.
3. It performs a motivating function. The manager praises, encourages the employee and recognizes his achievements, thereby creating motivation for further work. With the help of corrective feedback, the manager creates a desire to correct the situation.
4. Providing detailed feedback is a manifestation of attention to the employee on the part of the manager, which has a beneficial effect on the relationship between people working together.

Thus, feedback is the most important component of such management processes as control, mentoring, motivation, and has the most powerful potential as a tool of managerial influence. For this potential to be realized, the following conditions must be met. Feedback should be:

1. Specific. The manager should not generalize and make global conclusions like: "You're always late for work", better to say . In feedback it is necessary to operate with specific facts, and not general judgments.
2. About actions, not about personality. Acceptable statement "You're 15 minutes late today", but not "you are an undisciplined person". An action can be corrected, but a character cannot be corrected. Therefore, a person is ready to accept information about the action, but is not ready to agree that he is some kind of different person, and will defend himself and argue.
3. Timely. Feedback should be given immediately after the behavior you want to encourage or change. This is also called the “hot stove rule” (if you touch it, the burn occurs immediately, not later).
4. Developmental. One of the tasks of feedback is to develop an employee’s ability to self-analyze, independently highlight his successes and shortcomings, and correctly search for their causes. To do this, the manager uses open ones, helping the subordinate himself to formulate the correct conclusions about his work. Conclusions drawn independently are accepted and remembered much better than those said by another person.
5. Adapted. All people are different in their level of sensitivity to criticism and readiness for self-development. The manager needs to adapt his feedback to the level of understanding of his subordinates: do not give a lot of corrective information at once if the person is able to understand and implement only part of it.

There are several models for structuring feedback, of which the most commonly used are the following:

1. "Sandwich Rule" Feedback is provided according to the structure “Positive - Corrective - Positive”. Such a structure is necessary for those employees who may not be emotionally ready to accept the need to adjust their actions. To prevent the employee from taking a defensive position in communication with the manager, feedback begins and ends with positive aspects in his activities (achievements, successes, strengths).

...In one of the companies, the supervisor had a tough, impartial conversation with a sales representative about the unconvincing dynamics of fulfilling planned tasks. At the end of the conversation, suddenly remembering the “sandwich rule,” the supervisor lowered his voice and said: “Well, in general, you’re great, customers at retail outlets speak well of you. Go to work". To which the sales representative, leaving, plaintively remarked: “Uncle Fyodor, your sandwich is somehow wrong...”

1. The BOFF model (Behaviour – Outcome – Feelings – Future), in the Russian version of the BCBB (Behaviour – Result – Feelings – Future). First, the manager describes the employee's behavior and the result to which this behavior led. Further, he enhances the emotional impact by mentioning the feelings that he (or the employee’s colleagues, the employee himself, other persons) feel about this. The feedback ends with a description of the desired behavior that the employee must demonstrate in the future. The model is used if the manager has doubts that regular feedback will be effective for a given employee.
2. SOR model (Standard – Observation – Result, Standard – Observation – Result). Designed to orient the employee to the correct technology of action. First, the manager reminds the employee of the existing actions in the company, then discusses with the employee his observations about his behavior, reaches the employee’s understanding of the results that his behavior can lead to, and achieves the employee’s willingness to comply in the future.

In addition to the ability to provide feedback, you also need to learn yourself and teach your subordinates to accept it correctly. To do this, it is important to follow several rules:

1. When receiving feedback, do not make excuses and avoid being defensive.
2. Ask questions for clarity, ask for examples of behavior, summarize the information received, and get confirmation that you understood it correctly.
3. Thank you for your feedback.
4. Make an action plan on what and how you can improve.

In the FMCG field, much attention has traditionally been paid to managers’ compliance with the rules for providing and receiving feedback, which can be enshrined in a number of other processes. For example, one of the functions of a meeting is summing up, i.e. providing feedback to the team, which should also be carried out taking into account the rules described above. This means that during the meeting he must operate with specific, relevant figures and facts (the rules of “specificity”, “timeliness”), start with the positive and achievements of the team (the “sandwich” rule), and focus on what needs to be improved today ( “adaptability” rule). At the same time, he should never “criticize” individual subordinates in the presence of others, that is, he must praise in public and criticize one by one.