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“I want you to be successful in this role, and so wanted to share honest observations of opportunities I think you could improve.”.“I’m sharing this feedback because I want you to have a productive relationship with the rest of your team.”.Here are a few phrases you can try when you chat with one-on-one: Remind them that this feedback can serve them if internalized well. Amidst their heart racing, stomach churning, and ears ringing, you’ll need to remind them that this feedback is in their team’s best interest – and in their best interest. They are sitting in their home, peering at the video cam on their laptop, listening to their boss tell them they’ve come up short. As much as we might tell ourselves that, “Oh I know this feedback is good and for my self-improvement”, rarely, in the moment, does it register as such.Īs a result, when you are giving feedback remotely, keep in mind the felt experience for your direct report on the other side. No one likes receiving negative feedback. You’ve likely felt one (or all) of these side effects of receiving negative feedback. There’s a ringing in your ear, as the other person’s voice fades. #3: Emphasize how this benefits your team member. Not sure when is the right time for giving feedback remotely? Read this piece here. This may feel nit-picking to you – but I assure you, the level of specificity and clarity in your feedback is the only way to make what is obvious to you obvious to your direct report. This is falling short in these ways: _.

These are the words and phrases you used in this situation that came across as _.

For instance, when I observed _, I noticed it affected _.

To ensure your feedback is clear and explicit, here are some phrases you can try using in your next one-on-one meeting: But remember: The blurred edges of your feedback will only confuse and mislead your direct report. Your direct report suffers more pain when they are blindsided later down the line than when they are given corrective feedback in the moment at the time of the original underperformance.īeing explicit in your feedback is harder than it sounds. When you’re in the conversation, staring into your coworker’s eyes on the screen, you might find yourself smudging your words and lightening the gravity of the feedback you’re trying to give. I can’t tell you how many times I’ve worked with a manager who’ll say to me, “ I thought I made it clear that they needed to improve their performance… But when their performance review time came around, they were surprised to hear they were performing poorly.” Don’t let this manager be you. You must make what is obvious to you obvious to your team member. With only our words to convey tone or intent in a remote environment, it’s imperative that we try to be as clear as we can in our feedback. Learn more #2: Make what’s obvious to you obvious to your team. These questions were pulled from our Work Preferences Survey in Know Your Team.

How would you describe your communication style?.What’s your orientation toward conflict?.What’s your preferred way to receive feedback, in terms of format?.What’s your preferred way to receive feedback, in terms of speed?.To account for this, here are four questions you can ask to understand your team’s preferences around feedback and communication: The key insight is to never assume that merely because you prefer to give feedback in a certain way, that your direct report necessarily prefers to receive the feedback that way as well. Others prefer the feedback is delivered face-to-face via video because they want to register the body language of the other person. Some prefer written feedback because it allows them to digest the feedback in a more rigorous way. Some detest the slightest shadow of conflict. To do this, I’m sharing 5 best practices for giving feedback remotely in a way that is constructive, honest, and encourages a real change in behavior… #1: Uncover your team’s communication preferences and style.Įveryone has communication preferences. How else will our team members know what could be better in their performance and the state of progress they’re making if we as leaders do not tell them? Yet, the reality is, with most of us working remotely these days, giving feedback remotely is a critical skill that our teams depend on us for. It’s hard enough telling a coworker something they don’t want to hear without it being through a screen.