Posted by Jamie Resker on Sat, Nov 21, 2009 @ 04:09 PM
Some questions can invite criticism. Let's compare and contrast two questions:
Bad Question: If I ask "what are my strengths and weaknesses?" I'm asking for criticism. It's almost like asking, "Tell me about my deficiencies". It's just not that helpful to give or get that kind of feedback.
Good/Better Question: "What do you consider one of my strengths and what one thing would help me be more effective in my role"? Phrasing the question this way asks the adviser to think forward as opposed to focusing on what's wrong with the person requesting the feedback. After all who wants to hear about their weaknesses? How we ask the question dictates the quality and helpfulness of the information we receive back.
Whenever I faciliate a program for a group and want feedback I ask, "What did you like about the session and what one thing would have made it more effective". Notice how asking, "what would have made it more effective" is different than what didn't go well- I'm asking for what could have happened rather than pointing out a problem- it then feels like advise as opposed to criticism.
The "One Thing"
Asking for one thing helps the adviser narrow down just the one key thought they have (key word being "one"). Why one thing? As the feedback receiver it can be overwhelming to receive too much information; plus people are busy and although they may want to go into more detail many don't have the time due to the pace and demands of today's 200 mph world. Keeping it to the "one thing" makes the information more focused and impactful.
Posted by Jamie Resker on Mon, Oct 27, 2008 @ 09:21 AM
Development and retention of employees has become an important goal of most HR managers, but success lies in getting managers to address the hard to discuss performance issues with their employees. When these performance issues, which are often behavioral in nature, are addressed with employees instead of being swept under the rug, managers also open up the potential for employee development and improved retention rates. Helping managers identify the one key performance issue, craft the right words for the discussion, and manage the discussion and outcomes is the best strategy for developing and retaining employees.
Excuses and More Excuses
Managers will come up any excuse to rationalize their avoidance of addressing performance issues with employees, particularly those issues related to behavior. When the performance issue revolves around technical job skills, responsibilities and meeting goals, managers are usually very willing to raise, the issue with the employee. But when it comes to issues such as tone, approach, interpersonal skills or motivation the issue is typically avoided because managers are uncomfortable broaching the subject. While this avoidance can cause problems within the organization, i.e. nobody likes working with Sue because she's a jerk, it can also limit employee potential and contribution to the organizational goals. In other words, failure to address an employee performance issue not only does a disservice to the employee and their co-workers, but to the overall performance of the organization.
Result
Letting employee issues slide hurts the employee because the same issue will most likely haunt them from job to job and ultimately the organization loses out on tapping into the full potential of the individual.