Page 144 - Build a Culture of Employee Engagement with the Principles
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Supportive
CHA P T E R 7
Feedback
“ Truly great leaders spend as much time
collecting and acting upon feedback as they
do providing it.”
—Alexander Lucia, coauthor of
Walk the Talk
iving supportive feedback arms employees with
information to help focus, shape, and direct their
Gbehavior. Whether positive or negative/ corrective
in nature, all feedback should be delivered in a supportive man-
ner. Supervisors must clearly communicate that their feedback
comes from a place of caring about the employee being success-
ful—not only for the sake of the individual but also for the sake of
the team and larger organization. Keeping in mind that a super-
visor’s primary responsibility is to increase the human capital of
his or her organization, providing ongoing supportive feedback is
one of the most powerful tools in the managerial toolbox. Beyond
increasing the skills of their team members, supervisors demon-
strate respect, commitment, and caring for their subordinates
