There are 3 types of behaviors when it comes to managers giving feedback to the people that work for them.
1. I’ll give you no feedback – little praise, no criticism until the year-end when I have to do reviews.
2. I’ll give you unvarnished feedback immediately when I hear something from others you work with or from my own interactions. As it happens, often and early.
3. I’ll watch the interactions, notice behaviors and patterns and give you feedback every so often – weekly, monthly, quarterly and avoid “the last thing I heard syndrome”.
It is obvious that #3 is the best way you can be a manager. Feedback is very important to employees. They want to know what they are doing well and what they need to improve. As a manager you are at one of the best positions to tell them that. After all most people spend more interaction time with their managers and peers than their spouse (which is unfortunate, but true).
The rule of thumb to follow to give feedback as a manager is to watch for “lines not dots“. I love that phrase from Mark Suster.
Ideally you have the chance to talk to, watch and get feedback about an employee over a good period of time (ideally a month, but I have seen folks do it over a week or even over a quarter) and then make sense of the patterns.
The first kind of manager is absolutely useless, but tragically more folks like those exist in the corporate and startup world that we’d like to admit. This kind of manager is obsessed with “results” alone to provide no developmental feedback to their employees. If numbers are good, they will let employees get away with murder (figuratively) but if they are bad, then everything is suspect.
The second kind is sightly better, but not by much. They give raw, unvarnished, ball-by-ball, running commentary on the employee’s actions – from others, from their own interactions and from random folks as well. The reason it is useless is because they dont help detect patterns – they only remember the “last” thing someone said and repeat that. So, if there was something about an employee not responding to one email, that one person said, on time, this type of manager would rake your coals over that, even if that’s not the usual pattern of that employee.
The third type of manager is the evolved one. They listen, keep notes and keep both anecdotes and feedback for the employee in a file or in email so when the monthly or quarterly review period comes, they can provide both data and concrete examples.
These types of managers will be the most appreciated in your startup. They “invest in the lines and not the dots”. They look for patterns and observe behavior over a period of time, instead of giving conflicting feedback over even a small period, and unwilling to understand the behavior of the employee.
It takes a lot of effort to be that type of manager. They are very valued because they invest in their employees.
The trick I use to keep track is send myself emails with the Subject line having the name of my direct report. I have filters setup for the name as well. Every so often (I do it monthly) I will go and review all the emails I sent to myself about that employee and look to summarize the feedback. Then I also keep not of the anecdotes so I can help them recall behavior and suggest some corrective action if it needs to happen or kudos if that’s in the order.
What is the hack you use to help provide feedback to your employees?