Distinguishing "Improvement" from "Development" Feedback
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Recently, several managers asked me about delivering straightforward feedback to individuals needing to improve their performance. These conversations are usually enveloped in sugar-coated affirmations: "You did great in A, B, and C, but you need to improve on D." While this makes the feedbacks easier to absorb, it could also breed confusion—the manager believes they've highlighted improvement areas, whereas the team member perceives a general commendation with minor suggestions. Kim Malone Scott in her book "Radical Candor" identifies this confusion between "Improvement" and "Development" feedback. So here is my idea: After the performance discussions, I would suggest an email summary to bring both parties on the same page, preventing unpleasant surprises when misinterpreted feedback morphs into a formal Performance Improvement Plan (PIP). Here's a structured template to encapsulate the essence of the improvement feedback conversation, with annotations in <...> for clarity: --- Dear [Team Member's Name], I trust this message finds you in good spirits. This document serves as a formal coaching tool to offer you constructive feedback and actionable insights on [Topic]. - <Clarify the feedback nature> Aligning with our company's role guidelines for [role level and name], the expectations are [quote the role guideline statement from your company]. - <Explicitly mention the company standards you use to make your performance evaluation> <Bring the expectations to the current context> In your current work with [Project or Task], the outlined expectations are: Task Description: [Brief explanation of the task] Expected Delivery Date: [Specify the date] <Performance Assessment> Upon reviewing your recent delivery, it [meets/does not meet] the set expectations. Positive Aspects (if applicable): [areas where the team member shone] Improvement Areas: [areas needing enhancement] <Follow-Up Actions and Dates, leveraging S.M.A.R.T goals: Specific, Measurable, Actionable, Relevant, and Time-Bounded> Based on our discussion, the follow up actions and timelines are: Action1 and Date1: Action2 and Date2: Feel free to seek any clarification or discuss your interpretation of this conversation. <Facilitate an open dialogue for mutual understanding> --- This template aims to foster a transparent and constructive dialogue, bridging any comprehension gaps, and setting a clear roadmap for performance improvement. Very few managers look forward to, or are good at giving "improvement" feedbacks, but it is part of the job of being managers, for the common good of the team, company and society. It is better to be clear, than being misunderstood. As Kim advocates in her book: "care personally for employees while also challenging them directly with clear, kind feedback".