Feedback in the workplace takes on many different forms, from giving a direct report a raise to chatting with a colleague at the water cooler. Yet this frequent situation can have serious consequences for connections and career development, especially when feelings are involved. Ultimately though, experts agree that the key is in changing the culture around feedback so that truth-telling rather than sugar-coating is the objective of this communication. Patrice Louvet, CEO of Ralph Lauren, along with communication experts, offers valuable insights and strategies on how to improve feedback practices.
The Importance of Feedback in Salary Negotiations
During precarious salary negotiations, effective feedback is critical. Emotions play a huge role in shaping outcomes, and poorly managed feedback can derail negotiations. Employees need to ask for constructive criticism long before going into these negotiations. Only then will they be prepared to communicate their value and rise to the challenge of what their employers need.
Louvet recommends being as proactive as possible in asking for input, which allows people to better prepare to contribute. For example, he recommends going into negotiations asking coworkers or superiors for targeted criticism of your own performance before entering negotiations. This empowers them to make requests and provides them with the data to back up their requests, which builds both confidence and capacity.
So fostering a culture of open, direct communication in salary conversations is incredibly valuable. This cooperative approach ultimately produces better results for everyone at the table. By fostering a culture focused on constructive criticism, it makes it easier for employees to walk into what are often difficult discussions.
Improving Workplace Communication
This is the zone of small talk, where again the feedback is frequent, shallow, and cringe-inducing. Tessa West, a communication researcher and expert, underlines the dangers of mixing casual talk with work. She notes that the impulse in many of us is to be too nice with our comments. Comments such as, “Way to go! It creates awkwardness and misunderstandings and prevents true connection between colleagues.
To enhance the quality of small talk, West recommends making one simple change: instead of relying on generic compliments, individuals should aim to provide specific feedback. For example, she proposes asking colleagues, “How would you feel if we each wrote down three specific things that you could improve and three specific things that you should definitely keep at the end of the presentation?” Such an approach doesn’t just deepen a more meaningful give-and-take, but builds the feedback muscle.
Building a Culture of Honest Feedback
The ultimate aim of high-quality feedback should be to develop what practitioners call the “feedback muscle.” This idea is all about cultivating the practice of providing and accepting specific, actionable feedback in a way that supports growth and improvement. Shaping an environment that supports transparent and actionable feedback takes a focused commitment from every tier of an institution.
Louvet’s strategies stress the value of fostering a space that invites open dialogue and collaboration. By proposing alternatives and inviting input before presentations or projects, employees can cultivate an atmosphere where everyone feels empowered to share their thoughts and ideas. Beyond the individual benefits this transition brings, it can create a more positive atmosphere for teams as a whole.
The importance of science in dealing with interpersonal problems at work is critical. By utilizing research-based methods, organizations can give employees the skills they need to better approach these uncomfortable conversations.
“There’s nothing to worry about here. This interaction will be a positive one. I am nice.” – Tessa West