Weak Feedback Increases Probability of Talent Leaving Organizations
Here's what to know, especially with high performers, and how to communicate better with them
Low-frequency and weaker-quality feedback comes with a cost, not only to employees but also and maybe more so, to the organization.
High-performers and women are not receiving the type of feedback that they desire in the workplace, which could result in them wanting to leave, according to a survey findings by Textio, an AI program for eliminating biases from workplaces while optimizing the employee life cycle.
When people are getting less-insightful feedback — even when it’s positive — they’re 63% more likely to quit within the next 12 months, Textio discovered.
“Whether it is new employees, high-performers, etc., if they receive inadequate feedback, they will feel unsure of their performance and what is expected of them to excel and grow,” explains Andres Lares, a career and negotiation specialist and the managing partner at Shapiro Negotiations Institute and the author of co-author of “Persuade: The 4-Step Process to Influence People and Decisions.”
That reality results in emotional stress.
“This will lead to uncertainty, disappointment and frustration about their role and how they fit into the company,” Lares elaborates.
Improvement in communicating more skillfully about productivity to satisfy employee needs and expectations can subsequently protect the organizations’ interests.
“Higher-quality feedback reduces turnover by clarifying employee performance and growth track,” Lares asserts. “It is often clear, relevant and actionable, helping employees better understand their strengths and areas for improvement.”
It can feel uncomfortable interacting with an under-performing employee yet it can at times be more uneasy and difficult communicating with excellent ones.
“As counterintuitive as it may seem, giving feedback to a top performer can be even more challenging,” Lares states. “This can be due to the lack of apparent areas for improvement or upsetting the high performer because they take their work very seriously.”
Leaders may feel a high degree of uncertainty about the reaction will be to what they communicate.
“Managers may find giving constructive feedback difficult because they don’t want to seem too nitpicky or overly demanding,” Lares says.
That should not be a heavy concern.
“Managers should remember that high-performing employees are often motivated by constructive feedback that helps them improve and advance their skills,” Lares reminds. “They want to know what they did well, what they can improve and how they can do better. High-performers value the truth, even if it's hard to hear, and feedback that's specific, honest and actionable.”
What they don’t like, he insists, is waiting to learn how they are doing, because they see it as a delay or lost opportunity to get better about what is important to them.
To that point, he recommends managers “Set monthly check-ins with your high performers to keep them engaged, focused and motivated.”
That can be an emotional and psychological struggle for some managers reviewing outcomes with high-performing women and Lares explains why.
“Top performers often require more nuanced feedback because they are sensitive to recognition and are keen on continuous improvement,” he says.
“Managers face difficulties providing this feedback, particularly with high achievers, as they must balance praise with constructive criticism. This challenge is amplified for high-performing women, who often encounter higher expectations and greater scrutiny, complicating the feedback process.”
This can be complicated for different reasons.
“There is a risk of being overly optimistic, which might lead to unrealistic expectations, expecting a raise — or demotivation, feeling they can now coast,” Lares says. “Conversely, being too critical can be problematic as it might be perceived negatively — ‘I'm a high performer; why isn't this feedback more positive?’”
A review and coaching is about more than performance, Lares say. He says that communicating about performance impacts the overall relationship with the boss, which can profoundly influence job satisfaction, motivation and the perceived value the company places on their work.
“Managers can cultivate respectful, sensitive and helpful relationships with their teams by prioritizing open and empathetic communication, actively listening to their team members' concerns and recognizing their contributions,” Lares advises.
He provides a place to begin.
“Start by building rapport with each team member, which requires consistent engagement and genuine interest in each person's professional growth and well-being,” Lares says.
He talks about how this can and should work out.
“By fostering a supportive environment and demonstrating respect for diverse perspectives, leaders can strengthen trust and create a collaborative atmosphere where team members feel valued and motivated,” Lares says.
There is also an additional, highly-desirable, valuable benefit.
“Managers' strong rapport with their employees also makes difficult conversations more manageable,” Lares teaches. “This positive relationship helps employees feel valued and understood, easing tension and fostering a more open, constructive dialogue during challenging discussions.”
He talks about suggested ways that this can be accomplished.
“Begin the conversation by expressing gratitude for the employee's current performance. Many top performers may not fully recognize their achievements, so start with a focus on their contributions and successes,” Lares advises.
“Constructive feedback is more effective when it follows genuine appreciation and acknowledgment of their strengths.”
He goes to the next step.
“Tap into their commitment to self-improvement by discussing strategies for reaching the next level of achievement. This will inspire the employee to explore ways to elevate their performance,” Lares promises.
“As a manager, you can assist them in identifying opportunities for further growth, whether achieving new sales targets or aiming for a promotion.”
From there, move towards talking about what excites them about work and their life.
“Conclude the conversation by setting future goals and exploring their aspirations,” Lares says. “Discuss what they want to be known for and what matters most.”
That provides wanted, expected clarity.
“This will help the employee reflect on their career path and understand how their current work aligns with their long-term objectives,” Lares points out.
Many managers are not trained or at least sufficiently well to provide ideal feedback, especially in sensitive situations.
It is “a complex skill that requires balancing positive aspects, areas for improvement and crafting a collaborative plan for the future,” Lares says.
He stresses that SMART (Specific, Measurable, Achievable, Relevant and Time-Bound) goals are part of that process.
Not everyone is going to be good at communicating feedback skillfully and successfully yet to serve employees better and assist the organization in growing, they need to be taught and learn so they can communicate competently.
“Achieving this level of proficiency demands ongoing training, skill development and practice,” Lares says. “Mastering this involves a blend of leadership and communication skills, the ability to review past performance and set future goals effectively.”
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