Sometimes, as managers we feel compelled to ‘warm up’ with an associate when it comes time to deliver performance feedback, when it is much less painful for the giver and receiver of a message to just get to the point.

I recently stumbled across an article by Johanna Rothman that provides a simple, yet poignant scenario of how to give some sensitive feedback. Johanna shows us it really is “kind to be firm.” She also offers a useful recipe to deliver feedback that goes like this:

• Create an opening to deliver feedback.
• Describe the behavior or result in a way the person can hear.
• State the impact using “I” language.
• Make a request for changed behavior.

If an employee’s performance is generally satisfactory they should be aware of that. It is easier for employees to accept, and welcome, feedback for improvement if they know management is essentially pleased with their overall performance.There are some key ingredients that should be the foundation of any feedback plan:

• Offer actual performance feedback as close in time to the occurrence as feasible.
• Do not fear giving constructive criticism; your workers need to know when they are not performing well. Additionally, remember to give positive feedback. This helps achieve your goal to build a team that warrants praise.
• Be specific, factual, unemotional, and aimed at at performance rather than directed at employees personally.
• Keep the feedback relevant to the employee’s role with regard to the task at hand; do not wander down a ‘rabbit trail’ that leads you off topic.
• Listen. Employees observations can be very insightful in determining how best to deal with certain issues. This includes listening to how you can help with regard to the employee achieving the desired performance.
• Remember the purpose of the feedback. Improved performance is the goal. Keep focused on what is attainable.
• Provide timely follow up-praising improvement and giving some additional direction as needed.

I am sure there are many other good ideas for making these sometimes difficult discussions go easier-both for the manager and the employee. Feel free to offer your suggestions.