Before delivering feedback, think about what communication style works best with this employee. You might want to consider:

• Whether they are an introvert or extrovert
• Whether they respond best to a telling style of management or whether they prefer a more cooperative approach
• Whether they are from a high or low context culture
• Their past performance and how this feedback fits into goals they are working on

Be careful that you do not put the employee in a box by thinking something like, “The last time Joan was in here, she didn’t want to listen to a thing I had to say. I bet she’ll be just as difficult this time around.” Labels are not helpful for any sort of effective communication, but understanding a person’s tendencies and preferences (as well as what factors influence those preferences) can help you deliver feedback in a way that is accepted, received, and acted upon.

Feedback should be given in private if your comments can be embarrassing, and a formal feedback meeting should always be held in private. While some people like the attention that comes from sincere praise or celebrating an accomplishment in front of others, some do not. In some cultures, feedback delivered in public is considered extremely humiliating. In general, most people do not want negativity shared in front of their peers.

Balance in this context is about designing the feedback session so that, even though there may be constructive criticism required, the employee does not feel attacked, or that all you have to say about their work is negative. We recommend that you avoid the older form of “sandwich approach” (by making a positive comment, a negative, and then a positive). However, you should still start any feedback with a positive comment about some aspect of the employee’s work. This is particularly important with high context cultures that value relationships and feelings.

If you are not comfortable with this, or not good at small talk, write some comments down ahead of time to keep yourself focused. Your employee will appreciate that you get to the heart of the meeting quickly instead of letting any anxiety build. Feedback that is delivered in specific terms and in a sincere manner is usually accepted well, even when we are receiving criticism.

Keep the conversation focused on feedback that is relevant and job related, and to things which the employee has control over. For example, complaining about the way a letter looks when the employee only has access to an ancient printer that adds lines to everything, or asking for a sophisticated looking brochure when there is no budget provided for the proper paper and licensed photography, only adds to the employee’s stress and frustration.

Avoid general statements when you deliver feedback. “You seem unmotivated,” is not nearly as helpful as, “You arrived late to work at least three days a week, your last two assignments were late, and you did not attend the new employee lunch last week.”

Base your comments on documentation, facts, and your own observation. Don’t rely on what another manager or a colleague told you, or what someone overheard, when you should be available to monitor what is going on yourself.

Compliments or criticisms that are directed generally toward the team are meaningless to an employee. “We just don’t seem able to get out error-free invoices,” is not as constructive as, “Three of the last invoices you sent out had errors in them.” Describe the behavior that is unsatisfactory, rather than judge a person because of it. Base it on their actions, and don’t make a personal attack on the individual.