Why is it important to remember about not speaking impersonally to employees?
Feedback brings desired effects when the recipient identifies themselves with our message. The more situations when the recipient of feedback – whether they want it or not – hears, for instance, about concrete behaviors and not about behaviors which were “observed” or “were made”, the more powerful feedback.
Should feedback be one-sided? From employer to employee?
Of course not. Even though my experience shows that, unfortunately, providing feedback in other side is not so obvious. It all results from the fact that feedback is mainly associated with conversation which settles and disciplines the employees. Employees are very often a source of valuable information and clues on, for instance, how to improve some operating processes in a company. The culture of multiway feedback allows employees to share with their thoughts on company and cooperation between them. The way of providing feedback and rules which should be obeyed are invaluable in this case. If feedback is provided in a good way, it is properly received, no matter if it is a lower class employee, manager, company’s owner, or director. All questions asked by the person who leads the conversation provide an opportunity to obtain important information from the employee and they can be a source of inspiration to some changes which could improve the way of company’s operation.
Can feedback pose a threat and destroy the atmosphere in a company? If so, how can we avoid it?
I was actually waiting for this question as, sooner or later, the issue of atmosphere, or, even more often, the issue of relations are often mentioned during the discussion on feedback. It results from one simple reason: we like to feel good. Unfortunately, I often encounter a situation like “I will not tell anything, it is important to me that everything is all right now”. Therefore, we should mention the root of feedback here: why do we provide it? The options are two: we want to change something or we want to appreciate something. If we have only these two reasons in our mind, this "atmosphere in team" (no matter how we understand it) will be all right. If we also practice feedback and follow those tips I have mentioned before, the atmosphere will be even more than all right.
I often hear the following statement: “I would better pass it over in silence, I do not want to destroy the atmosphere”. Nothing more deceptive. For instance, if a college in our team does not perform their duties, and, in consequence, I have to do twice as much work, what is it if not breaking the atmosphere? Feedback in such case (and not only) can have a more positive than negative impact on this situation.