Managers Wanted
Chickens need not apply.
By: Kelly Tyler

An important part of a manager’s job is--(drum roll please)--managing people. Seems like common sense, but something prevents managers from fulfilling an essential part of the job--giving feedback to staff.

Why aren’t managers better at such an important skill? Perhaps it’s because they’re afraid of confrontation (let’s face it, most people don’t enjoy it). Perhaps reactions of past attempts have been unbearable. No one wants to try again after a staff member has burst into tears upon the realization she needs to change something. Disliking confrontations is a viable excuse, and the best managers get over it and accept giving feedback as part of the job.

Confrontations are often painful because they are set up negatively. If the manager approaches it with a positive mindset, the meeting will go more smoothly. Don’t exaggerate the problem, don’t take it personally, don’t judge the staff member. Approach the meeting with the only goal being to fix the problem. With the purpose of correcting a mistake as the goal, there will be less defensiveness, less explanation, less embarrassmentÑleading to more change.

Managers can overcome the fear of confrontation by staying focused on the goal, which is correcting the behavior, and by being direct. Simply state the incorrect behavior, state the correct behavior, and confirm understanding. Depending on the issue, managers should solicit input from the staff member. For example, confronting a staff member about consistently late arrivals would require input from the staff member about adjusting the morning routine. On the other hand, giving feedback about dress code violations doesn’t require input.

Consider the dress code violation example. Sending copies of the policy around to the entire staff rather than speaking with the violator makes the manager look chicken. Confronting the violator at a staff meeting makes the manager look mean. Doing away with the whole thing and requiring uniforms is a cop-out, as is giving up on regulating it. The best managers will speak to the violator directly with a positive mindset.

Manager: “Don, we need to talk about the dress code. The shirt you’re wearing today doesn’t fit the professional image we’re projecting here. It’s nice for the weekend but golf shirts or button-down shirts must be worn here during the week.”

Don: “Oh, I thought it was okay since it’s not too casual.”

Manager: “It’s a nice shirt, but it’s not considered business attire in our office since it isn’t a golf shirt or button-down, which are required.”

That should be the end of the meeting. Keeping the meeting short allows the manager to stay focused on correcting the behavior rather than discussing it. Of course, feedback should be given privately, specifically, and as soon as possible. The “cross your fingers and hope it goes away” strategy doesn’t work as well as speaking up professionally.

Giving feedback in a productive and kind manner is an essential skill that reflects more positively on managers than the reputation of being too chicken.

To give feedback well, managers should:

1. Establish a positive mindset
2. Stay focused on the goal
3. State the incorrect behavior
4. State the correct behavior
5. Confirm understanding
6. Meet privately
7. Meet as soon as possible