We need to talk - a message from Sally Kirkright, CEO AccessEAP
One of the most challenging tasks for a manager is giving feedback to employees about their performance. At AccessEAP we often hear from managers who are hesitant, anxious, and sometimes even fearful, about having a conversation with an employee. The main reasons that managers feel this way is the expectation that a discussion will lead to conflict or distress.
A common reaction from managers is to avoid raising the issue. Researchers have coined this a "passive avoidant style" of leadership; one in which issues will be ignored or only raised when absolutely necessary. Managers with this style are often vague or unclear in their communication, as they want to be liked or don’t want to hurt an employee’s feelings. Research tells us that this style causes anxiety and confusion for employees due to unclear expectations.
It’s understandable that managers will want to avoid speaking with an employee who they believe is going to be angry, defensive or make threats, when confronted with feedback. However, conversations about performance don’t need to be difficult.
The foundations to effective conversations with employees are established in your day-to-day interactions with your team members. Managers with what is called a "transformational approach" have higher employee engagement, and reduced rates of absenteeism. An important aspect to this management style is gaining the trust, respect, and the confidence of your employees.
The relationships I have with my team here at AccessEAP are fundamental when it comes to providing constructive feedback. When my team know that I see their strengths and want to bring out the best in them, conversations about performance are seen by both of us as an opportunity for growth and learning.
A big part of my preparation for providing feedback is thinking about what I need to communicate. I want my team to understand that my intention is to focus on growth and learning not criticism. I want to maintain the working relationship we have built over time, whilst coming up with options for learning using their strengths. This sets a positive tone for the discussion. The focus is on what the individual can do to grow and how the business can support this. We are working collaboratively on an issue for which we both take responsibility.
Trust and integrity are also vital to giving my team feedback. I want my team to know that I will raise and discuss concerns with them as they occur. I will be transparent about my thinking, specific with examples, and focus on the changes required. I take ownership for the issues that I raise, and in doing so will discuss options or opportunities for learning and growth.
At AccessEAP we offer a range of services to assist and support managers who are feeling hesitant about speaking with an employee. We understand that these conversations, whilst important and necessary, are also difficult. With our expertise in human behaviour, we can provide insights around approaches and training on courageous conversations which focuses on learning skills.
