Feedback is a very important ingredient in the recipe we call good leadership. And although most agree that it is important, many find it isn’t entirely easy.
But it’s important to start practicing as a leader. Because the younger generations entering the workforce don’t just expect feedback – they expect it often and in abundance.
What is feedback?
Feedback is the exchange of perspectives and information that can help strengthen a person’s behavior. When we give feedback, it is about activating the observations we have made about our employees or colleagues. Perhaps we have noticed something about their way of carrying out processes, their approach to changes, or their way of presenting during the team meeting?
3 types of feedback
It is advantageous to divide feedback into three main types; appreciative feedback, developmental feedback and evaluative feedback. The different types of feedback accommodate different psychological needs. *
Appreciative feedback: When you want to thank your employee or colleague or tell them that you have noticed their efforts. It could be that you thank Bitten for the help with a task last week.
The appreciative feedback speaks to the need to feel seen and as an important part of the team. It makes us feel that our work makes a difference and that our efforts matter to other people.
Developmental feedback: When you want to help your employee or colleague become more skilled, either by correcting or encouraging them to maintain a certain behavior. It could be that you tell Hans what you see he can do differently to get the message across more clearly during the presentation.
The developmental feedback speaks to the need for development and progress. It helps us to become more skilled than we were yesterday.
Evaluative feedback: When you assess your employee’s or colleague’s behavior on a scale and relate their behavior to your expectations. It could be that you tell a project group that the project is not at a satisfactory level yet. Or tell Mette that her that progression in the work is just as it should be.
The evaluative feedback speaks to the need for certainty about our situation. It helps us reduce uncertainty.
*Feedwork – Inspire, Learn, Lead
Young people are raised on feedback
“Young people constantly want feedback” is a statement you often encounter.
And it’s true. A large survey among young employees shows that it is very important for young employees that they continuously receive feedback on their work.*
Young people have grown up with feedback. They have been used to frequent tests and evaluations from early schooling, and their interactions on social media, for example, are constantly rewarded with likes or other acknowledgments. In their world, it is more unthinkable not to receive feedback on what you do.
*About the survey:
Spoiled youth - prejudices and facts about the future workforce
Spoiled youth - prejudices and facts about the future workforce
The study is based on a mixed-methods design that combines quantitative and qualitative data sources. The Knowledge Center for Good Job Satisfaction and Studenterhus Aarhus have conducted qualitative group interviews with established employees and young graduates, respectively, who were either in their first job or on their way into the job market.
Based on these insights, Epinion has conducted two different quantitative survey studies among young and established employees. Finally, knowledge from the studies has been unfolded and nuanced through a qualitative, mobile ethnographic analysis among the young target group.
The studies form the basis for a book of the same name. The book is published by Forlaget God Arbejdslyst in December 2024 and can be purchased online and in bookstores.
Feedback can prevent imposter syndrome
Some young people suffer from “imposter syndrome”. It means that they doubt their own abilities and fear being exposed as not being as competent as expected. The study from the Knowledge Center for Good Job Satisfaction and Studenterhus Aarhus shows that one in five avoid asking questions because they fear appearing as bad at their job.
Continuous feedback can prevent young people’s insecurity about their own abilities and value, because it creates security (the evaluating feedback), contributes to professional development (the developing feedback) and gives an experience of being valued (the recognizing feedback).
At least every other week
The young people who contribute to the above-mentioned study all point to the need for structured feedback. It is not enough to come up with a declaration of intent in the form of “My door is always open”.
One of the young people in the study puts it this way:
“You must have talked to your young employee at least every other week. Minimum!”
He explains that it is not necessarily a manager’s job to give feedback, but that someone has to do it.*
How to give the best feedback
Regular and structured: Set aside dedicated time in the calendar to ensure you remember to prioritize it.
Aligned with the individual: The frequency of feedback may vary from person to person – align expectations and preferences with the individual. Be curious about the specific types of feedback they request.
Specific: Provide specific feedback and refer to concrete examples.
Appropriate: Feedback should be given in an appropriate setting. When delivering feedback, it should be positive, tactful, and non-threatening. As a leader, you must remain professional and composed throughout the process.
Focus on behavior, not personality: Feedback should not focus on the employee’s personality. Instead, it should be based on their behavior.
