There’s no set-it-and-forget-it when it comes to leading a deeply engaged team. Creating and maintaining a compelling culture requires continued support and intentionality, especially when it comes to performance feedback. Sound overwhelming? We’ve got you covered! In fact, the energy you put into these regular feedback conversations will actually save you significant energy over time – potential problems will be caught in advance, expectations will be more clear, and accountability and relationships will be stronger.
Feedback meetings should generally occur once a month with each direct report, and they should be two-way conversations. Here’s a helpful agenda breakdown:
Ask how things have been going since you last met.
Always start feedback meetings by asking questions and listening. Regardless of how often you interact with your team members, you probably don’t know everything they have experienced. By understanding how they feel about their role, your relationship, the team’s dynamics, and the company’s progress – you will learn a lot that can inform the rest of the conversation.
Offer your view of their performance, attitude, and behavior.
Here, you want to share both positive and constructive feedback on three key topics: employee performance, behavior, and attitude. It’s important to expand the conversation beyond performance only because you want your employees to understand that how they show up every day is just as important as what they do when they get there. Feel free to use survey results as a good jumping-off point for conversation. After you’ve shared your feedback, give them some time to process what you talked about.
Have an open discussion and ask how you can support them better.
Turn the focus to yourself and gather feedback on your performance as a leader. This is where the two-way conversation really gets going. Here’s one simple question to get them to offer helpful, clear feedback about your leadership: “What is one thing I can start doing and one thing I can stop doing to make your life easier here?”
Look ahead together.
Take some time to set yourselves up for success for the upcoming month and quarter. Determine what your employee’s focus areas and goals will be, as well as how you can support them in reaching these goals. Take the conversation one step further and discuss how you can align their focus and goals with their personal career goals. Employees are more likely to stay in an organization longer when they know how they can grow and develop.
- Engagement requires monitoring and nurturing. This is done best through frequent feedback conversations.
- Feedback conversations need to be two-way. Listen well and ask about your own performance in addition to providing input on employee performance.
- Keep the future in mind. Work with your employee to determine how they can keep growing in your organization.