"People don't like negative feedback, but they really like anything positive." Seems to make sense in the context of the workplace, doesn't it? Except it's not true. Some really interesting new research identifies that the impact of feedback for wellbeing and behaviour isn't whether the feedback is positive or negative, but how individuals appraise its implications in relation to their self-perception. So if I have a negative view of my own performance, I'm less likely to react negatively to constructive feedback, because, fundamentally, I agree with it.
This has significant implications if you are a leader in an organisation. Just planning out what you are going to say, with evidence and a framework, won't be enough to ensure the feedback is helpful and promotes wellbeing and performance. You have to know your people. You have to have open, honest, inclusive conversations on an ongoing basis to help people to understand themselves and open up to communicate with you and each other. Feedback is just one part of your leadership toolbox. It's an essential one, but if you're not using it effectively, it could well hinder rather than help performance.
Do you find that you spend too much of your time supporting managers in your business who lack the skills, motivation or confidence to fully step up into their management role? I spent many years…
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