Alan Fairweather, 'The Motivation Doctor,' is a professional speaker, author and business development expert. For the past fifteen years, he's been turning 'adequate' managers, sales and customer service people into consistent top performers. He is the author of - 'How to be a Motivational Manager.' A down-to-earth guide for managers and team leaders. To receive your free newsletter and free ebooks, visit: The Motivation Doctor When was the last time you gave a member of your team some feedback? The feedback I'm talking about here isn't some sort of formalised appraisal that takes place with your team members every month, or every six months or once a year. I'm talking about feedback that happens continually and takes place when you see or hear something you want to give feedback on.
The trick is - keep it simple. If you see or hear something you do like - you tell the team member about it. If you see or hear something you don't like or feel could be done better - you tell the team member about it and you coach them.
When you're speaking with the team member it's important to focus on one thing at a time; keep it simple, don't confuse them with a whole list of behaviours.
If you were giving some positive feedback you don't want to be saying - "I really like the way you deal with difficult customers and you have a great telephone manner. You always get your reports in on time and it's great that you're achieving your target!" You're only diluting the whole feedback and it loses its impact.
If it's some not so good feedback then you don't want to confuse the team member with a whole catalogue of behaviours that you're unhappy about. "You've been late three times this week, your reports are always late and I don't like the way you speak to customers on the phone."
Sadly, some managers don't give feedback on poor behaviour immediately. They allow things to go on and on and then they eventually explode.
It's much better to deal with behaviour as and when it happens be it good or not so good - and keep it simple!