Episode #540: Giving Errant Staff Feedback

 
I'm actively focusing on controlling my reactions to incompetence because I've realised that I have a tendency to react emotionally to it. When I'm feeling especially agitated, I've discovered that delaying providing feedback to unsatisfactory employees is a useful tactic. I am able to approach the conversation more composedly and deftly when I wait a day to handle it.

It's important to approach the conversation. I've learnt to utilise a "cushion" to establish a buffer between their ongoing thoughts and the future talk, rather than jumping right into the problem. A "cushion" could be a neutral phrase or a conversation about anything unrelated to work. After that, I always make it a point to really congratulate the person on a job well done.

I've taken on a more objective and helpful tone when it comes to dealing with the current problem, which is an error in the accounting procedure. Instead of getting upset right away, I ask them what went wrong and give them a chance to clarify. This method takes into account the potential that they might not have made the error totally on their own or that other variables may have had a role.

I ask them how we can stop the issue from happening again to let them feel like they control the solution. Assuming it was an isolated incident, this not only gives individuals the ability to contribute to a solution but also helps them regain confidence. A conversation concerning their future in the organisation would only come up in situations where they committed blunders repeatedly. In general, this strategy seeks to promote understanding, collaboration, and improvement.