Delivering performance feedback to members of your team is part of your role as a leader. While performance feedback is not necessarily negative, that is the type of feedback most people think about when I mention “performance feedback.” In a quick review of articles and blog posts, I found no references to delivering positive feedback well. I’ve also never had a client ask me how to deliver positive feedback. In every case I can think of, the questions I receive are related to successfully delivering negative feedback.
When they consider how to deliver negative feedback, many leaders, especially new leaders, think primarily about the words they intend to use. In this context, it is important to remember that the words you use are only part of your message. Your full message is a combination of the words you choose and the emotion you transmit.
When you deliver negative feedback, the emotional part becomes particularly challenging. People receiving negative feedback are often at an elevated emotional state, and you run the risk of sounding like you are criticizing or threatening them even if your intent is to help them.
By understanding the likely emotional filters of the person receiving the feedback, you can adjust your delivery to improve your odds of delivering the message you actually intend to deliver. While the details and specifics will change based on your past relationship with your team members, the exact nature of your message, and the environment you work in, there are some predictable response patterns you can use as a guide to help you craft your message so that you minimize the risk of creating an emotional confrontation.
Before I get to the specifics of how to apply the DISC model to this situation, consider these two general ideas that are independent of a person’s DISC style blend.
First, work performance feedback should always be directed at objective, observable issues – behaviors, words, actions, results, etc. The point of using the DISC model to frame the feedback is not to make the comments emotional in nature. The point is to understand the other person’s likely emotional filters so that you can better frame what you say to minimize the risk of triggering a negative response.
Second, if you want people to improve their performance, I recommend that you frame the comments around positive feedforward rather than negative feedback if at all possible. In other words, talk more about what could be better next time rather than on what went wrong last time. This shift in focus often takes most of the sting out of any potentially negative situation you might encounter.
To apply the DISC model to your performance feedback conversations, answer two questions about the other person:
- Do they move speak and act with a faster-pace or a slower one? In other words, do they engage quickly in conversations or do they tend to pause and engage more contemplatively. And then…
- Do they focus on data, information, results, and doing things? Or do they focus on interacting with and supporting people? In other words, do they focus on tasks or do they focus on relationships.
If they use a faster-pace and focus on tasks (Dominant style), speak directly to how their behaviors, words, and actions impact how quickly they will see results. Avoid saying anything that might indicate you don’t respect them or believe in their ability to solve problems.
It they use a faster-pace and focus on relationships (Inspiring style), show them how their behaviors, words, and actions affect the way that other people might perceive them and how the new behaviors will create more recognition or more opportunity for them. Avoid saying anything that communicates that you or others don’t like them.
If they use a slower pace and focus on relationships (Supportive style), tie their actions to how they can help others and how their contribution builds the team. Rather than focus entirely on what you want done, make time to discuss how you want it done (with their input). Avoid pushing too quickly for results. Give them time to process what you have said before asking for a response.
If they use a slower pace and focus on tasks (Cautious style), speak to what they can do to improve the value and quality of their work. Be prepared to back-up anything you say with data – quality reports, run reports, research data, etc. Keep your comments factual and observable.
Notice that all of these recommendations are focused on communicating how you would like the future to look rather than what happened in the past. Even though I’m commenting on negative feedback opportunities, I am attempting to make the comments positive feedforward in nature.
As you speak with people, observe their response to your approach and then adjust using these suggestions as a guide to navigate the emotional minefield of negative feedback.
According to a study by Wiley, which provides DISC assessments, 85% of Fortune 500 companies use the DISC assessment to improve productivity and communication in the workplace. By the way, great article, Harris, as always.