Most performance management processes are designed to collect unsubstantiated feedback on team members. I’ve sometimes been befuddled to determine what people are trying to say when they bring up a perceived weak area. They are comfortable in their anonymity when they provide their feedback. Being able to hide behind a keyboard is one of the reasons we shouldn’t discuss politics on Facebook with strangers. It can get a life of its own very quickly.
Several years ago I changed how I provide feedback on team members. I copy them in my response to the request. This places the burden on me to be truthful and consistent in what I write. If I write an area for improvement that I’ve never discussed with the subject of the feedback, then it’s my bad. I’m the one who needs to improve.
Project managers must have well-developed feedback skills. We are unable to lead a project if we’re not comfortable providing our team with on-the-spot relevant feedback on their performance. The first few times we do this it will be uncomfortable. Over time it becomes second nature and our team members will appreciate the opportunity to grow their skills. They will trust us more and the team as a whole will benefit. If you can’t provide performance feedback when an issue occurs, please find a new career field. Your teams deserve better leadership.
Don’t forget to purchase your copy of the almost best selling business book of 2017 – Haiku for Project Managers. Buy a copy for everyone on your team.