Retail Observer

RETAILOBSERVER.COM MAY 2025 24 G iving positive feedback is easy, but it can be an entirely different story when an employee isn't performing – especially if you don't enjoy confrontation. Negative feedback needs to be dished out constructively. It's important to be careful not to demoralize the employee – for this reason, it's important to start by acknowledging any positives the employee may have shown. DON'T BE MEAN-SPIRITED If you're always only giving negative feedback, there's a risk that people won't you're your criticisms seriously, and it will become useless. Don't make your employees feel that they're a burden on the business, and don't condemn them for their shortcomings. Business isn't just about business, it's about working with people, and we need to be sensitive to the feelings of others. We need to understand that how we treat them can rebound and hurt us. BE TOUGH – NOT MEAN People naturally want to help us when we support them. Giving regular feedback is crucial – it improves performance, develops talent, aligns expectations, solves problems, guides promotion and pay, and boosts the bottom line. Every employee needs to be given a chance to improve and deliver on our expectations. But when you need to correct an employee, focus on the situation and your expectations, and avoid bringing up side issues. A sincere compliment, or a brief critique, will go a lot farther than an extended rehashing of old mistakes. Be compassionate and courteous about human failings. Try to dish out negative feedback in small doses – avoid bombarding the employee with a long laundry list of things they aren't doing right, because the chances are good that it will come as a surprise, and if there's too much of it, they may feel overwhelmed, to a point where they feel you're telling them they can't do anything right, and they'll shut down. BE POSITIVE Employees are far more likely to be open and hear your criticisms if you recognize the positives. Start by talking about the positive things the employee is doing; that way, they'll be less likely to feel inadequate or victimized. Give at least as much positive feedback as negative. Positivity stimulates the brain's reward centers, leaving the employee open to correction. Negative criticism turns on the threat response, so defensiveness sets in and they'll close down. You don't need to avoid criticism and correction, just be sure to present positive solutions and desired outcomes. Your feedback won't be productive if it's all focused on making the other person feel inadequate and incapable of correcting their actions. Balance the constructive feedback by first talking about something they're doing well. This will help them understand your expectations and boost their confidence. Make it clear that you're available to talk, and that you want to help them continue to perform and develop their skills. Abundant research tells us that most employees actually want to be told how they can perform better. Those who favor constructive feedback give the highest ratings to managers who are honest and straightforward. What can we learn from this? Our best employees will want to know how they can improve their performance, and they'll welcome the opportunity to explore solutions together. GIVE YOUR EMPLOYEES A CHANCE TO RESPOND Give your employees a chance to respond to your comments, so you can understand the situation from their perspective and address the situation appropriately. Remember, your job is to give them perspective on their actions – so suggest ways they can adjust their performance, and ask them what steps they think they should take. Finally, invite their advice on how you can help them achieve their goals. People tend to become what we encourage and expect them to be – not what we nag them to be. Remember to be open, even as you're delivering the corrective, because you are the most important factor in your own development, and if you're determined to learn from your employees' feedback, no one can stop you. John Tschohl Customer Service John Tschohl is the founder and president of Service Quality Institute, a global leader in customer service. He is considered one of the world's foremost authorities on all aspects of customer service, and is the author of several books including Moving Up: A Step-by-Step Guide to Creating Your Success. His monthly strategic newsletter is available online at no cost at www.customer-service.com. TAKING THE STING OUT OF CRITICISM RO

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