Recently, I was in a meeting where a CEO who stated: “I really ought to give my sales team hard feedback right now, but I am afraid to do that because we are coming into an important sales season.” This sets me on my ear. I get it —no leader wants to risk demotivating their team during a critical period. However, avoiding missing the opportunity to give feedback generally leads to death by a million cuts, where small, unresolved issues accumulate into larger problems. Worse, it can create a “Lord of the Flies” situation, where a lack of expectation and accountability leads to chaos, undermining team cohesion and performance. Perhaps my bigger concern is: why assume that hard feedback will destroy engagement? I doubt Knute Rockne or Nick Saban ever had that thought pass through their brain.
The assumption that hard feedback will demotivate or disengage employees is flawed. When delivered properly, employees often prefer clarity and direction and want to know where they stand rather than be left in the dark. Constructive feedback can actually boost engagement by demonstrating that you are committed to success and willing to invest time and resources in their growth and success. The key is to frame feedback as a commitment to excellence and a pathway to improvement, rather than a judgment on their worth.
One of the biggest concerns with avoiding performance issues is the unintended consequences beyond the individual. It sends a message to the entire team and company that mediocrity is acceptable and that you are not fully committed to your purpose and customers. High-performing team members may feel undervalued or frustrated if they see others not being held to the same standards, leading to disengagement, lower productivity, and even turnover among your top talent. Avoiding these hard conversations risks creating a culture of complacency, ultimately undermining the company’s long-term success.
Feedback should be seen as a normal part of the process, not something reserved for when things go wrong. This helps create a safe environment where feedback is viewed as a regular part of professional development rather than a punitive measure.
This raises the question: How do you give feedback that changes behavior without diminishing engagement?
- Assume the best and engage the person or team in an “adult to adult” problem-solving process. Ask for their insights on why certain targets aren’t being met and what can be done to improve the situation.
- Foster an environment where team members feel supported in their growth, making them more receptive to feedback and motivated to improve.
- Focus on a few key areas where change will have the most impact.
- Set clear, achievable goals that are directly tied to the feedback, providing a roadmap for success that makes the path forward clear and manageable.
- Balance hard feedback with recognition of successes, no matter how small
It has been my experience that the failure to address performance issues generally to a breakdown in the larger order, much like in “Lord of the Flies.” Without clear guidance and accountability, the team may fracture, with individuals pursuing their own agendas, resulting in a toxic work environment. This chaos can erode trust, diminish morale, and ultimately destroy team cohesion. Addressing issues head-on, with a focus on development and collaboration, prevents this descent into dysfunction and keeps everyone aligned with the team goals.
Giving hard feedback doesn’t have to demotivate. By reframing the conversation, assume the best, treat people like accountable adults, addressing issues with a clear strategy, and recognizing the broader impact of ignoring problems, you can use feedback as a tool to enhance engagement and performance. This approach not only helps achieve immediate targets but also contributes to building a resilient and high-performing team in the long run.