Page 146 - Anne Bruce - Building A HIgh Morale Workplace (2002)
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126      Building a High Morale Workplace




                      this equipment can take some time. Let me show you some of
                      the shortcuts I learned when I started here.” Or, “You seem to
                      be struggling with this computer program, Louise. I think it

                      would be good to partner with Ben for a few days. He’s got a
                      real knack with this stuff and has coached several of our peo-
                      ple, like Mike for instance.” Corrective and helpful feedback
                      gives employees the opportunity to learn and feel comfortable

                      not knowing all the moves or having all the answers.

                      Type 4: Empathetic and Sensitive. Giving feedback can be
                      awkward when someone is extra sensitive to the input or has
                      other challenges. It’s your job as the manager to gauge when
                      it’s appropriate to give empathetic and sensitive feedback to

                      someone. Here are some hints:

                          • Don’t negate your feedback by adding something like
                             “Well, it’s about time.”
                          • Don’t leave anyone in the group out when you’re giving
                             feedback to everyone else. You might be thinking, “Oh

                             this doesn’t apply to her,” but that’s not the point. If you’re
                             addressing the group, don’t exclude anyone. This can
                             really affect an employee’s feelings negatively.
                          • Never—even jokingly—embarrass or put someone down
                             in order to make a point about your feedback.

                          • Most of all, be empathetic with employees when giving
                             them feedback. What do you think it must feel like to
                             them? Put yourself in their shoes first and remember the
                             advice of Stephen R. Covey, from his best-selling book The

                             7 Habits of Highly Effective People (New York: Fireside,
                             1989): “Seek first to understand, then to be understood.”

                          When asked, most people will say that they sincerely wel-
                      come feedback because it helps them to improve. The issue,
                      however, is not the feedback itself, but the environment in which

                      the feedback comes and how it’s delivered. As manager, it’s
                      your responsibility to help establish a safe and respectful work-
                      place for giving and receiving feedback of all kinds. High
                      morale workplaces are noted for this.
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