If a person had food on their face, would you tell them? If not, why? Everyone wants to avoid potential embarrassment. Yet one study found that more than 97% of us wouldn\u2019t say anything in that situation.<\/p>\n
Constructive feedback is difficult to receive, perhaps even more challenging to deliver and a requirement of the ever-evolving workforce. Researchers have found that we crave feedback but are uncomfortable or unwilling to deliver it. Yet the better feedback we provide, the more successful our organizations can become.<\/p>\n
Regrettably, we still need practice. For example, a 2022 study conducted by researchers at Harvard and Berkeley found that \u201conly\u00a02.6% of individuals\u00a0in a pilot field study provided feedback to a survey administrator who had food or lipstick on their face.\u201d The researchers also found that 86% of people want feedback, but only 48% want to deliver it.<\/p>\n
Little wonder that constructive feedback has become a science, as researchers examine the\u00a0process of providing and seeking criticism. However, it\u2019s also an art that leaders must employ daily and interpersonally. Constructive criticism can clarify expectations, supply a fresh perspective, and improve performance and morale. Moreover, it can reduce conflict and toxicity within a team. According to the wonderfully titled research paper\u00a0Just Letting You Know \u2026<\/em>, constructive feedback is \u201cinstrumental for aiding learning and performance.\u201d So let\u2019s ponder the art and science of delivering constructive feedback.<\/p>\n Be specific and timely\u2014at the right time. Focus on actions, not people. Provide solutions. Make it a conversation. Be open to criticism yourself. By receiving feedback, leaders learn more about themselves and their leadership skills. Of course, accepting criticism is an art, as well. It requires the ability to listen, ask questions and develop trust. For leaders, soliciting constructive feedback can be as important as delivering it.<\/p>\n Everyone needs constructive feedback; in fact, we crave it more than others may believe. The \u201cJust Letting You Know\u2026\u201d study proved this. Its experiments delineated between less consequential issues (having food on one\u2019s face) and those we deem more important at work (making repeated errors). But the conclusions were similar: We \u201cconsistently underestimate others\u2019 desire for constructive feedback,\u201d the study notes.<\/p>\n Constructive feedback makes us better, as does its effective delivery. Leaders should support their criticism with positivity, empathy and solutions. You can accomplish this by studying the science of constructive feedback and practicing the art of sharing it.<\/p>\n By\u00a0 Robert Logemann<\/p>\n","protected":false},"excerpt":{"rendered":" If a person had food on their face, would you tell them? If not, why? Everyone wants to avoid potential embarrassment. Yet one study found that more than 97% of us wouldn\u2019t say anything in that situation. Constructive feedback is difficult to receive, perhaps even more challenging to deliver and a requirement of the ever-evolving<\/p>\n","protected":false},"author":2,"featured_media":4554,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[311],"tags":[529,538,522,539,505,508,530,528,540,556,524,504,320],"class_list":["post-4550","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-research-insights","tag-compassion","tag-courage","tag-emotional-intelligence","tag-empathy","tag-ethics","tag-leadership","tag-mindfulness","tag-resilience","tag-self-awareness","tag-selflessness","tag-stress-management","tag-values","tag-workplace","enable-dropcap","disable-2-columns"],"yoast_head":"\n
\n<\/strong>A hallmark of constructive feedback is specific, actionable insight. Employees want to learn how to perform their jobs better. Be sure to give them the tools to accomplish that.For example, instead of saying, \u201cI wish your app worked better,\u201d try to identify definitive, positive changes that provide a clear path toward success. \u201cWhat if your app included these features?\u201d is an alternative. Clarity eases anxiety and offers direction. It also reduces the risk of being misunderstood The timing of feedback matters, as well. You no doubt want to make points in real time when they\u2019re most relevant. Issues should never wait for an annual review. However, consider the context of your timing. Conversely, don\u2019t overcompensate with jokes that diminish your point. They deflect the impact of your feedback, making it far less constructive.<\/p>\n
\n<\/strong>Oftentimes, people are uncomfortable providing feedback because they feel it\u2019s personal. You don\u2019t want to hurt someone\u2019s feelings. Not providing constructive feedback is conflict avoidance, which can cause more conflict. It also underestimates your team. Constructive feedback centers on the work product, not the individual. Criticism should never be personal. Your employee might have missed a deadline, but that doesn\u2019t mean they\u2019re lazy. Their work might be incorrect, but they aren\u2019t incompetent. Focus on actions, not perception.\u00a0Experts suggest\u00a0using the \u201cI\u201d technique (\u201cI believe,\u201d \u201cI recommend\u201d) to demonstrate that your feedback pinpoints the circumstance and not the person.<\/p>\n
\n<\/strong>Constructive feedback should drive change, but feedback without direction is just a complaint. Leaders who focus on solutions and growth opportunities can get to the heart of constructive feedback. Provide specific problem-solving examples or recommendations for improving a product or process. Demonstrate how you have used the solutions effectively. Your feedback isn\u2019t a call to action\u2014the solution is.<\/p>\n
\n<\/strong>Empathy plays a vital role in delivering constructive criticism. Leaders often struggle with providing feedback because they either fear offending team members or consider feedback a one-way road. The middle ground involves having a conversation, which helps foster a feedback culture. Leaders should empower employees to be shareholders in their own career arc. In particular, Millennials value a\u00a0sense of shared ownership\u00a0in their business. Engage team members in the feedback process rather than target them with it. Solicit their input regarding solutions. Constructive feedback carries an inherent power dynamic, but leaders can minimize its impact through conversation.<\/p>\n
\n<\/strong>Respected leaders accept\u2014no, they welcome\u2014constructive criticism. For example, Jan Van Bavel, an associate professor at New York University, shares papers with students and invites feedback from them. \u201cI\u2019m in a position of power, and it\u2019s important for my students to see that I am open to receiving criticism,\u201d Van Bavel told the American Psychological Association.<\/p>\n