Feedback is a gift, perhaps it is not yet used thoroughly in organizational routines, but its contribution to people management is undeniable. This is because it is possible to guide the team’s development, motivate people, and contribute to the direction of the organizational climate.
However, what makes this tool so crucial for the HR sector, not fully incorporated into people management routines? The answer is simple: because leaders and managers are unaware of its advantages, variations, and form of application.
Undeniably, they have all heard of feedback, and some have even tried to implement this culture of communication with their teams. However, the lack of more profound knowledge about its effectiveness and the lack of preparation in its application make them abandon this tool.
With that in mind, we’ve prepared this article to bring you two fundamental concepts about feedback; public feedback and private feedback. Together with this other article, the idea is that brings the difference between feedback to develop your team; and feedback to celebrate results. Your managers get to know this tool better and prepare to use it efficiently.
Curious to understand the difference? So come with us!
Feedback as a gift?
Well, that’s right! Feedback is like a gift to your team because it is a tool that can completely change the way the company communicates mainly because people learn to communicate more clearly and safely; incredibly relevant information for teamwork from implementing a culture of valuing feedback.
Therefore, you can consider feedback a gift, as you can use it to correct negative behaviors, guide the team’s development; and even motivate employees before and after small achievements or excellent results. Therefore, a group that values feedback as an opportunity for growth, motivation, and transformation has greater chances of success than those that disregard its relevance.
Of course, valuing it is linked to the correct use and preparation of those who offer it. And that is precisely why, in this article, we will talk about two significant variables in its application: the public and the private. We believe that this clarification is highly relevant so that your managers can make this process a good moment for the development and growth of the team.
In public whenever praising!
A maxim in the corporate world says: “criticize in private, praise in public.” And it is this maxim that guides public feedback.
There’s no mistake: in public, you must use it whenever your objective is to generate motivation for the team or celebrate the results achieved. So, for example, use visible management boards, newsletters that circulate through the groups; or even small celebrations or bonuses with the team.
The purpose of this feedback is to value the strengths of the team or employee and celebrate the achievement of small or large goals. In this way, it encourages the entire team to develop and commit to collective and individual results.
It would help if you only used public feedback to correct behaviors directed to the entire team and address improvement points that are not exclusive to a single employee. Still, it is worth preparing managers for its application to clear and not give any embarrassment.
But if possible, avoid it in these situations. Instead, use it as a way to value positive behaviors and motivate the team to achieve results.
Reviews? Private feedback!
Nobody likes to feel exposed or embarrassed in public. And within the organizational environment; this is the kind of behavior that can become an avalanche of demotivation for the team.
Your company has a culture of tolerance to errors and uses user feedback in team development. However, it would help if you protect your employees from possible exposure situations.
Therefore, opt for private feedback whenever you need to report to your team; and your collaborators about possible errors, behaviors that need to be changed, or corrections required.
Private is an excellent team development tool because it allows managers; employees to transparently discuss points for improvement and propose actions to correct them.
This also ends up strengthening the bonds of trust and acting to improve the organizational climate.
Public or private, feedback is for everyone
A crucial point about feedback is that it is not a lecture. It is a communication process aimed at dialogue and the exchange of ideas. Therefore, no manager should go to a feedback meeting with a ready conclusion about that moment.
Carried out in a public way to celebrate results, or in private to direct the team’s work and improve the performance of its employees. It is essential to listen and hear and that goes for both sides.
Suppose public or private feedback is when only the manager can identify positive and negative points. In that case, it is no more extended feedback because it is precisely the exchange of ideas; the return of what was put, that makes it the exponential tool.
So prepare your managers not only to give feedback but also to receive.