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Want to motivate your team? Learn to give useful feedback. "Likability leadership expert" Michelle Tillis Lederman explains her four-step method that can make feedback conversations go smoothly and funnel toward growth. The steps are: ask, elaborate, empower, and collaborate, and Tillis Lederman explains each thoroughly in this video, as well as adding useful information about timing, tone, checking your biases, and staying action-oriented. "Feedback is not about berating somebody or punishing. You focus on the past to make a plan for the future. That’s feedback," says Lederman. Getting feedback is hard. Giving feedback can be even harder. Here’s how to do it properly and empower your team. Michelle Tillis Lederman's new books are Nail the Interview, Land the Job and The 11 Laws of Likability.

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MICHELLE TILLIS LEDERMAN:

Michelle Tillis Lederman, CSP, CPA, PCC, is a speaker, trainer, and author specializing in workplace communications and relationships. She was named one of Forbes Top 25 Networking Experts. Her new book is The Connector's Advantage: 7 Mindsets to Grow Your Influence and Impact (2019).

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TRANSCRIPT:

Michelle Tillis Lederman: I love thinking about leveraging the laws of likability when giving feedback. Because feedback is only effective if somebody can receive it. So you want to present feedback, I say, on a silver platter and not on a garbage can lid. You have to remember it’s not about your communication style, It’s about theirs. The best way to develop your people is to flex to them, to empower them, to adapt your style to what they need. That’s a manager. That’s a leader. That’s a coach. So if they’re somebody who really likes direct feedback even if it’s something you’re not comfortable with they will respect and be able to take it in better if you can just get to the point. If you’re somebody who’s really direct and they need a little bit more tact and diplomacy, then you’re going to need to massage your messaging so, again, it can be heard.

There’s a correlation between the speed at which somebody receives that feedback and the importance that they place on it. When you delay feedback, you delay the value you’re placing on it. So, immediacy is important. Now, not in the exact moment; let them have a moment to breathe. But don’t wait more than a day, if you can, if it’s really crucial. You had that weekly meeting; sometimes it will fade from your memory by that point. It becomes less important to you and to them. So make sure you give that feedback quickly and specifically. Don’t just say, 'Oh, I think it went well.' Tell them why you thought it went well. What specifically they did that you thought went well. And then challenge them with the next opportunity. Give them something to keep growing from.

So if you think about the most important law of likability it’s the law of curiosity. And I have a model that you can use to walk through any challenging or feedback conversation that will leverage these laws of likability, starting with curiosity. Curiosity creates connections and connection is important in these conversations because when you are receiving feedback you’re considering your source. And when you don’t value, trust or like source then you might not be really willing to take that information in.

So the model has four parts: ask, elaborate, empower, collaborate. 'Ask' is going to leverage that law of curiosity. Start with a question and make sure that question is open-ended. It’s not, you know: 'Do you think that went well?' Which is implying that you don’t think that went well. Instead, you ask: 'How do you think it went? What do you think went well? What do you think could have gone better?' And get them talking. That’s the key to opening up a feedback conversation, it’s to get the information from them. It actually makes it easier on you as a manager because you see where they’re at, what they already know. They’re bringing information in the room and you can determine, 'Oh, we’re about on the same page,' or 'We have completely different views of the situation.' And that will help kind of tweak the information that you need to bring into the room.

Oftentimes people are much harder on themselves than you will ever be on them. When you ask, the next law of likability is the most important thing: you have to listen. So, listen for the understanding, listen for the concern, listen for a ...

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