How to Structure the Feedback Session

Delivering honest, direct, effective feedback is difficult. Although many feedback situations can and should be handled informally, feedback about performance or development issues may require a more structured approach. As a leader, you can take steps to make these meetings more comfortable and productive.

1. Make an appointment in advance, and let your subordinate know the purpose of the discussion. For example, you might say that because he or she has just taken on a special project, you would like to discuss the development opportunities associated with that project. Or you might come to your subordinate just after he or she has completed a difficult project and say that you have noticed the struggles he or she had and you would like to talk about some ways to address that problem. Your goal is to give your subordinate time to think about the upcoming session and to avoid causing undue worry or anxiety.

2. Give your subordinate a private setting for the meeting and your undivided attention. Close the door. Don't take phone calls. You want to underline the fact that this is an important conversation. You want to give the employee a safe place in which he or she can listen, think, and respond to your feedback without interruptions or distractions.

3. Be sensitive to the imbalance of power. As manager, you have the power on your side. This is a time to deemphasize it. You might have your employee sit beside you rather than across from you. Or you might consider having the discussion in some room other than your office, in a more neutral (but still private) setting.

4. Give your subordinate a chance to talk. After you have described the situation, behavior, and impact, ask for your employee's thoughts about what you have described. It's not uncommon for people to be unaware of the impact of their behavior. As often as not, you will hear a reaction of surprise. However your subordinate responds, even if it's a form of defensiveness, allow that response and accept it. You might ask if the individual has heard this kind of comment about himself or herself before or has noticed this kind of impact in other situations.

5. Offer your subordinate suggestions and support for changing the behavior in the case of a performance problem or for expanding skills in the case of professional development. Be ready to suggest constructive steps that your employee can take next.