Navigating the Potholes of Giving Performance Feedback

by Becca Morgan

I want to start by saying performance feedback is hard to get right, no matter which side you are on. It has far-reaching implications and can undermine your staff or excite them. Giving good feedback (feedback that is meaningful and actionable) takes time and practice. And writing it in a way that makes sense is hard, much less in a way that indicates how someone can improve or move ahead. I recently read a Textio article that digs into the impacts of low value or non actionable feedback, particularly for high performers.  

Firstly, and maybe obviously, feedback is directly correlated with retention and attrition. Many high performers expect regular, meaningful feedback. If you think of feedback as telling someone that they did something wrong or need to change, you will miss an opportunity to engage those crucial high performers, and demonstrate that you value the high quality of their work and support their professional growth. 

Another one of the takeaways from the Textio report was about how pervasive systematic bias in feedback language is. Underrepresented groups receive lower-quality feedback than their peers, often about their personalities. For example, “compared to their male counterparts, women are twice as likely to report being described as collaborative and nice, seven times more likely to report being described as opinionated, and 11 times more likely to report being described as abrasive.” That bias can be internalized by those individuals, perpetuating harmful or inhibiting stereotypes. 

To mitigate this issue, review your feedback to ensure it is actionable - what were the observable behaviors, what was their impact, and what concrete steps can the person take from here? 

Avoid exaggerated and fixed-mindset feedback by excising the words “always” and “never” from your feedback language. Use concrete instances of the behavior you’re discussing in order to give the person clear direction about what should be changed or kept consistent.

Another strategy is to ask a trusted colleague to review your feedback to ensure that it is fair and supportive. Even if you think you have it down, having a second set of eyes can uncover blind spots you didn’t know you had. 

Finally, if your feedback misses the mark, ask that same trusted colleague for help and let your team member know that you are trying to improve. Managers are also human!

Resources for giving better feedback: 

• Textio: 2024 Language Bias in Performance Feedback report

• The Management Center: Give Better Feedback with CSAW

• Center for Creative Leadership: Situation/Behavior/Impact