May 5

Top 5 Tips for Making Feedback Work Remotely

With so many team members working virtually as we continue to shelter in place, now more than ever, managers need to up their game on how to communicate effectively and provide constructive feedback to their now remote employees.

Even the most experienced manager can feel nervous when preparing to give an employee constructive feedback, but doing it via a Zoom meeting makes it more challenging.

These five tips will help you prepare when giving feedback during these changing times and in the future.

1. Get clear on your outcome – feedback for feedback’s sake is meaningless if you aren’t clear on your intended outcome for the meeting, and for your employee, going forward.  Some examples include a desired change in procedure, a change in attitude, or need for leadership development to name a few.  While working remotely has everyone physically distant, every interaction with your team members has increased impact, so choose your outcome carefully.
2. Determine type of feedback – According to Douglas Stone and Sheila Heen, “Thanks For the Feedback”, there are three types of feedback you can offer – appreciation, coaching, and evaluation.  All three are key to quality relationships, however it’s important to pick one and inform your direct report of your intention for your conversation.  (NOTE:  Remember to make time in the future for appreciation; it’s often overlooked and even more meaningful to employees working from home.)
3. Provide focused feedback – when providing feedback, especially in an annual review setting, it’s common to make a list of items you want your team member to work on.  However, flooding your direct report with constructive commentary can be confusing and feel overwhelming.  This is especially true while working remotely, so focus on the one key improvement item that will make the biggest difference during this time.
4. Get employee buy-in – If the employee doesn’t agree with your feedback they will become defensive and unresponsive to recommendations for improvement.  One way to get employee buy-in is to talk about the issue in terms of what you observe, then ask your direct report how they would rate themselves in that area.  For example, “I have observed your impatience working with Jenna and it’s affecting the team.  On a scale of 1-10 (1 being I disagree – 10 being I agree) how would you rate the impact of your impatience with Jenna on the team?” This scale lets you see if there is a gap between your observations and your employee’s reality.  If they don’t have the same perspective, it gives you a place to ask deeper questions for better understanding of the underlying issue – in this case, what’s really causing your direct report’s impatience and/or issue with Jenna or what s/he sees impacting the team.
5. Discuss ways to monitor and measure improvement – The most important component of feedback is how you plan to monitor and measure improvement.  Busy managers often overlook the follow-up component to feedback.  This can be extremely frustrating for direct reports.  Creating a specific follow-up plan with milestones and manager support check-ins along the way is key for employee success and satisfaction.

If you’re upset – wait:  Change impacts people differently, and given all of the changes we’ve faced during the past couple of months it’s easy for us to be “on edge.”  Don’t give feedback when you are upset; the receiver will feel judged and likely tune you out.  If your emotions are not under control, you may say something you will regret later, and repair while working remotely is even harder than when you’re together.  Take a few minutes, a few hours, or even a day to gather your thoughts so you can approach your direct report with feedback they will hear and respect.

Clear, purposeful feedback reinforces the behaviors you want, helps align expectations, alleviates the fear of the unknown, and lets people know how they can improve their performance.  Remember, it’s not as important to focus on what they did as it to focus on what they can do better going forward.  When feedback is focused on future behavior, it is much easier for both the giver and the receiver.

Laura Treonze, serves as Chief Life Strategist with LMT Consulting, which helps executives and teams create massive success through self-awareness. Her life-changing approach has transformed individuals and families and has redefined the way non-profits and corporations “do” business.