MANAGEMENT
How to Give Productive Feedback
KEN BLANCHARD
Feedback – from managers, customers, and associates – can help salespeople improve their performance. If the way you give or receive feed- back causes hostility or hurt feelings, however, it may do more harm than good. Constructive criticism is constructive only if its practical benefits outweigh any negative emotions it stirs.
The next time you’re on the giving or re- ceiving end of constructive criticism, use these ideas to offer or accept it grace- fully – then put the feedback to use.
GIVING FEEDBACK 1. Think about the recipient. Taking criticism or reprimands is never fun, but it can be absolutely traumatic
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if the speaker doesn’t consider the listener’s feelings. Don’t turn constructive criticism into a personal attack. After you criticize or reprimand, make sure your listener knows you don’t have a problem with him or her personally, but that certain aspects of their behavior sometimes cause problems. Concentrate pri- marily on maintaining your listener’s self-esteem, then on what you have to say. You can be honest without being brutal. Just make it clear that you have your listener’s best interests at heart. 2. Be timely and specific. The time to give feedback is as soon as pos- sible after the action you want to reward or reprimand. If you don’t like the way one of your salespeople is ap- proaching a new prospect, don’t wait until the prospect takes her business elsewhere before you suggest a dif- ferent approach. Conversely, if you spot a behavior that deserves a pat on the back, don’t wait a month to say something. Your compliment will mean more if you offer it promptly. When you do offer praise or criticism, be very clear and specific about what you like or don’t like. Instead of saying, “I like the way you handled that new account,” say, “Great job with the Smith account! I like the way you handled the delivery problem quickly and efficiently, then called the customer to let them know when the product would arrive and how you had corrected the mistake.” 3. Criticize only what the listener can
control. The purpose of feedback is to offer constructive criticism or praise to change or reinforce behavior. To criticize what a salesperson
can’t control may create feelings of helplessness or inadequacy. If one of your salespeople seems afraid to make cold calls, don’t criticize the fear. Instead, let the salesperson know you’ve noticed he hasn’t been making many cold calls lately, and offer some suggestions that will help him get over his call reluctance.
If you think the person will have a
difficult time changing the behavior, be sympathetic, brainstorm with him
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SHUTTERSTOCK.COM
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