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9 Principles of Effective Feedback

1. Get comfortable with the uncomfortable.

Understand from the outset that it is normal to feel uncomfortable in this situation. It goes with the responsibility of leadership.

2. Start with the right motive.

Our goal should be to help the employee become more successful, not show them how wrong they are. View them as ‘pre-great’ and you want to get them to great.

3. Plan your words.

When we say things out of stress, we say things we regret. It is best to choose our words carefully.

4. Focus on behavior.

Discuss what you saw or heard without making judgments. Example: “I noticed you were having a social conversation while the call light was on.” vs. “You don’t seem to care about patient satisfaction.”

5. Be objective and accurate.

Do not exaggerate. Phrases like ‘you always,’ ‘you never,’ and ‘every time’ reduce the likelihood that they will take you seriously.

6. Talk from beside, not from above.

Be hard on the issue but soft on the person. Balance assertiveness with supportiveness. There is an old saying about an “iron hand in a velvet glove.” Practice both courage and consideration.

7. Engage rather than declare.

Use focused questions rather than lecturing.

• “What can you do to make sure you are here at 7 a.m. every morning?”
• “What is a different way that you could have said that?”
• “What can you do to make your co-workers feel more welcome?”

8. Focus primarily on the future.

Talk about the behavior you would like in the future. Don’t try to win a debate or get them to confess their sins. The goal is to change behavior, not win an argument.

9. If necessary, use the phrase:

“I need someone in this position who will….

• ……be here consistently at 7a.m.”
• ……work well with his/her co-workers.”
• ……regularly provide patients with outstanding customer service.”

This phrase depersonalizes the situation and lets the person know that you are thinking in terms of the position not the person.