There’s a right and a wrong way to provide constructive criticism

MOST PEOPLE HAVE HEARD the saying, “The medium is the message,” by Canadian media theorist Marshall McLuhan. Although the phrase is usually used in reference to news platforms, it applies to many forms of communication, even employee feedback. Feedback, when deployed correctly, can help employees grow and learn. But when it isn’t, it can create resentful employees and lead to high turnover rates.

In a recent Fast Company article, career coach Madhu Maron elaborated on how feedback goes wrong. “Feedback can be detrimental if it’s delivered by someone who hasn’t established a foundation of trust and mutual respect,” Maron says. “It’s also ineffective if given at the wrong time or without sufficient context or detail.” In the same article, Tami Reiss, a product leader coach and speaker provides the “ASK” framework for creating effective feedback, meaning it should be actionable, specific and kind. First, ask the person for their reasoning behind the feedback. According to Reiss, then you should “share your perspective on what went wrong and offer suggestions for improvement.” Lastly, be kind by communicating that you are available for support while they make changes, so they don’t feel isolated.

Other important considerations when providing feedback are context (the current situation and the employee’s history), timing (when possible, schedule a meeting rather than providing instantaneous comments) and format. Find out if an employee prefers written, virtual or in-person feedback — or perhaps some combination. It can help them be more receptive to what is being said.