"LEARN TO MATCH THE CONTENT AND TIMING OF THE FEEDBACK TO THE INDIVIDUAL AND THE SITUATION"
A Guide to Being a Good Mentor to Employees
Be descriptive
Describe behaviour in observable terms rather than emotional, judgemental language. Refer to the observable fact that your team member missed four deadlines last month. Don't use words like lazy, slack and irresponsible. Labelling and character attacks only inflame the situation
Adjust Feedback to Individual Needs
Most people appreciate postive feedback; high performers usually like a great deal of it. Some employees are scarred for life by negative feedback, while others simply rejec all feedback if any of it is negative. Learn to match the content and timing of the feedback to the individual and the situation
Try not to mix positive and negative messages
Don't sandwich negative feedback between positive comments and glowing apprecciation - it only dilutes the importance of the negative messages and sends a mixed signal to the employee
Ensure feedback is always constructive
Your message should always be: 'I know you can do better and that you want to do better - and I know I can help you do better.'