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If you would create something, you must be something. –Johann Wolfgang von Goethe ● A Jason Caldarera website

Feedback and Follow-Up Sessions

Feedback and follow-up need to go hand in hand, you should not ever give feedback to an employee without providing a subsequent follow-up session.  The opportunity area for many managers is remembering to have the follow-up and taking the steps necessary to ensure it is an effective conversation.  There are many ways to hold yourself to these follow-up sessions. First you need to identify why you are not having follow-up sessions.  Understanding why you are not successfully following-up with your employees will prove quite valuable.  Once you understand the “why” you can begin to formulate an action plan to ensure every time you give feedback, you’re also giving follow-up.  When properly utilized the feedback/follow-up model is one of the most important, if not THE most important tool we have as managers when dealing with our reports; it holds us and them accountable.  I’ve also found that by having a properly planned follow-up session I’ve minimized the time it takes to identify concerns, develop action plans, and strengthen opportunity areas. Some possible solutions for the “why” you aren’t having follow-up sessions:

  • “I forgot.”  This is the easiest thing to do.  You give feedback to someone and you simply forget to follow-up with them.  This is not only unfair to your people, it’s unfair to you.  You’re basically telling yourself and your employee that this situation is concerning enough to me right now that I need to give you some feedback, but it’s not enough of a concern for me to follow-up with you.  It trains our people to react to particular situation and not necessarily correct a behavior since the manager will most likely forget to follow-up.  Learn to write your feedback down.  Many times feedback comes during an evaluation or walkthrough.  If so, write the feedback down and give the employee an expected date you will be following-up.  (Hold yourself accountable to this; put the date in your planner.)  If you don’t have the chance to write down the feedback and the follow-up date, do it as soon as possible.  I have one manager who calls and leaves herself a voicemail with vital information, then retrieves and records this information later the same day. 

 

  • “I don’t have time.”  Solution:  Make the time; you will see a return on this investment even the most successful broker would envy.  Don’t assume follow-up sessions need to be lengthy or detailed.  Simply restate the feedback session and ask the manager for an update.  If nothing more, take the time to do this.  This less than two minutes exchange will train your employee to learn that you will follow-up on feedback.  If you have more time or if the situation warrants, dig into the details and determine if redirection or further feedback is needed. 

 Do you have a reason why feedback/follow-up isn’t happening?  Let me know and we’ll find an action plan that can help you.

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Filed under: Business, Feedback, Follow-Up, Management Lesson, News, training

One Response

  1. mbsprogress says:

    I couldn’t agree more! One of my pet hates is the ‘annual review’. This often seems to be an excuse to save up feedback and deliver it all at once – positive and negative all dumped on a poor employees head at once so they have no frame of reference to take it on board and do much about it.
    Feedback is best delivered in a timely and positive fashion. By positive I mean helpful -I.e. ‘That was terrible’ might be more effectively delivered as ‘How could you have done that better?’, or even ‘That could’ve gone better, how can we make sure it does next time?’

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