How to Avoid Common Performance Review Pitfalls

As a nonprofit manager, it is important to be able to give constructive feedback effectively to your employees. Being able to share and receive feedback is vital to self- improvement.  Examples of how to give constructive feedback  include, discussing appropriate behaviors, asking questions, creating an action plan together and building trust, to name a few. On the other hand, there are a number of ways that your feedback could cause more harm than good.

Listed below are five bad habits your nonprofit organization should avoid when giving constructive feedback:

1) Waiting for the annual performance review to give feedback – This method can cause confusion and make things more challenging to work through. Waiting too long to provide feedback could make people feel caught off guard or defensive rather than being open to having a productive conversation.

2) Not providing specific examples – Concepts like “be more of a team player,” “be more professional” or “show more initiative” do not typically sink in without the use of specific examples to illustrate them. Labels without examples can leave people feeling at a loss of how to go about making changes because they are unsure of what you’re looking for. Make sure to be specific with your feedback.

3) Lack of preparation – Making an assessment or judgment call prior to gathering all the facts and examining the logic of your assessment, can lead to a very negative outcome. Situations like these could lead to resentment or loss of respect for the manager. Every statement you share, whether it be criticism or praise, should be backed up with specific details.

4) Making an assumption of how to praise an employee – A natural tactic is to praise an employee the same way you like to be praised. However, what may work for one type of person or personality may not have the same impact on another. This is one of the many areas of managing where learning personality types can be extremely useful.

5) Only giving corrective feedback without any positive feedback – If the only time you give feedback is to say something negative, employees will inevitably develop an automatic defensive reaction the moment you try to give them any type of feedback, whether it be positive or negative. Such conditions can be deemed hazardous for a constructive conversation and effect the overall culture of the workplace.

Some situations in life are just uncomfortable and performance reviews are often one of them. By planning ahead, these conversations can be extremely productive and used to strengthen employee-manager relationships while driving positive outcomes for the business. Set clear expectations, continuously monitor employee performance, regularly check-in, offer praise for good performance and continually work on staff development.  You will be well on your way to creating a positive work environment where both parties are appreciated and respected.