Communicating feedback to employees is all about learning, but the learner controls the learning environment, and they have to want to learn how to take feedback in order to be successful.

The learner must perceive a need–if the learner already thinks they know it all, then they won’t be ready to learn from you.  Let them create their own need by failing a couple of times first.

Feedback can be either written or verbal. I use both. Usually a mix of clear concise written feedback incorporating comments about where they can improve along with areas they should continue works best.

Scoring each area on a scale also works in clarifying the feedback.  Feedback has to be accurate showing you observed them closely and made good written and mental notes.

Describe what happened but don’t make general comments when giving feedback. It is much better to say exactly what was done well, or what could be improved upon. By providing specific examples, the learner knows exactly where to focus their efforts in order to improve.

As a general rule, people enjoy getting positive feedback and don’t like hearing too much negative feedback.  Providing positive feedback shows support in their efforts and fosters more open learning.  Often when you address someone’s strengths, the flip side is a weakness that they notice on their own.  Start your feedback with positive statements. As I like to say, “two strokes for one poke,” meaning for each negative they have to work on, we give them two positives they should maintain.

Keep in mind that the message delivered isn’t always the message received.  Check to ensure that your perceptions are accurate with them also using the aforementioned methods.  Not only does it ensure you are both on the same page, but it also helps to ensure the feedback sinks in.  When the learner states they agree with your feedback, you know they’ve absorbed it. If the learner disagrees, or is confused with any of the feedback, discuss it until they are clear.

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If you want to have an open work culture and a respectful workplace, or if you’re trying to get employees to come to you with problems or opportunities, the first thing you need to do is listen.

I can’t emphasize how important this is.

After you’ve listened, ask questions so that you understand exactly what they’re saying. Then take 24 hours to respond—if possible—so that you have time to really absorb what they’ve said. With all of your personal strength, resist the urge to shut anyone down, or they’ll never come back to you with their problems or suggestions on how to make your company better.

When I was COO of 1-800-GOT-JUNK?, we worked hard to foster an open work culture and build real trust between one another. Our bond was so strong that at our daily seven-minute huddle meeting, we finished by asking, “Are there any missing systems or key frustrations?” People would usually give honest feedback about something that could be improved. However because of the way we phrased it, employees felt safe enough in that environment to speak openly about problems or areas of concern so that they could make the situation better.  We all knew it was a no blame environment.

You are never immune to failure—sometimes things just don’t work. As an entrepreneur running a healthy business, your challenge isn’t to dread those inevitable failures, but to implement processes that help you deal with them so that they ultimately make your business stronger.

The E-Myth, a book by Michael Gerber teaches that people don’t fail, systems do. We reinforced that message so well that people were willing to point out what was broken because they knew that they wouldn’t get fired for giving feedback.  If something was broken, it was likely a missing system, not one person’s failure.

Communication thrives when information and feedback can flow freely without fear. People want to be heard—listened to–and require thoughtful responses, not curt, corporate-speak. In the end, this combination of listening, openness and trust will be the best way to achieve the kind of communication that will make your business a wild success.

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React fast on the information you receive, but don’t overreact. It’s that delicate balance, but you’ve got to do it. I’ve seen people sit on information without making the appropriate changes, leverage it or praise people.

Employees who look to your for guidance, inspiration and leadership get frustrated when they give you real information and you’re too paralyzed to do anything about it.

‘Race to the conflict’ is one of the first management phrases I ever learned. When something bugged me, it was important to act on it right away and address it with the person, but never (NEVER – you email’ers) do it in writing.

It was always better to confront the matter in person. Employees respected me for handling situations this way; it built trust and meant nothing was left to fester. Also, addressing the matter in person allowed them to give their thoughts on the matter, too. Sometimes their perspective gave me a lot of additional information.

Strife causes confusion, and confusion comes when leaders don’t react fast to potential problems.

We’ve all heard some motivational speaker use this one: “God gave you two ears and one mouth; use them in that ratio.”

Too many leaders race to get their two cents in, trying desperately to be heard, without hearing what others are saying first.

I used to think this saying was only applicable to CEOs but it should be applied to everyone at your company.

Are you arguing a point because you want to be right or is it because you’re passionately trying to explain yourself?

Here’s a hint: if you’re communicating with others only to tell them how you want things done, then you’re not communicating effectively.

“Seek first to understand, then to be understood,” wrote Steven Covey, the author of The 7 Habits of Highly Effective People Often the key to great communication is simply listening— really listening to what the other person has to say and waiting to respond once you’ve digested what they’ve said.  Then, if necessary, after you’ve asked a couple of clarifying questions–and only then–is it worth discussing your points.

A good friend of mine once asked me, “Are you arguing to be right, or are you trying to be understood?”

I ask myself that often – not because I argue a lot – but to remind myself that the key to good communication is listening to what people have to say, not telling them what you need or think you need to say.

Communication isn’t a one-way street – you can’t bark orders and commands and expect all employees to follow that system. In fact, that technique may even be wildly detrimental to what you’re trying to accomplish with your business.

Try reading this sentence six times – and each time put the emphasis on a different word…
“I Didn’t Say You Were Beautiful.”

If six words can mean so many different things it’s no wonder that communication within a company can be so confusing and frustrating at times.

Never stop passionately pursuing better communication with everyone around you.