So You Need To Deliver Bad News...

There’s A Reason Managers Often Avoid Giving Negative Feedback—it’s Uncomfortable As Heck. Learn The Secrets To Offering Constructive Advice (Hint: It’s Not The Compliment Sandwich)

- Kathleen Murray Harris

Give feedback quickly but not immediately.

Don’t wait for an annual review to call out areas of improvement. Bring attention to issues swiftly so the details are fresh in your minds. A day after an incident is the sweet spot; having a bit of time quells too hot emotions and lets you prepare and be more thoughtful with your words. “In the moment, both parties will have a stronger, less helpful reaction,” says Jennifer Porter, managing partner of the Boda Group, a leadership- and team-development firm. Annual or quarterly reviews should cover goals and focus on future-looking feedback—for example, what someone needs to do more or less of to advance their career (“If you were to become more proficient in data analytics, I can see you leaping to the next level”).

Remember your intention. Think about why you want to share feedback in the first place. “You’re doing this because you want to help the person succeed,” says Porter. At the time, it may feel less benevolent than that—you might think you just need to curb bad habits or fix sloppy work—but any kind of feedback helps your team learn and grow. You also want to earn their trust. “If you don’t deliver the feedback, someone else will and might not do as good a job as you would have,” says Freyan Billimoria, director of people operations at Skillshare, an online learning community. During the conversation, express your intention. Say, “I’m telling you this because I care about you, and I want you to be as effective as possible.”

Think about the content, not the delivery.