MODERN MANAGEMENT
The better you are at giving
critical feedback, the faster and
deeper your people will develop
By Anneli Blundell
G
reat leaders give critical
feedback. They tell it like
it is. They are heard. They
inspire action. Leaders, who give
targeted, real-time feedback—
both good and bad—support
and challenge their people to
develop.
Giving critical or corrective
feedback can invite negative
26 ModernBusiness
March 2016
reactions: denial, hurt, blame,
and anger are possible
responses. Most of us are not
eager to upset others, which
makes it easy to justify delayed
responses or missed feedback
opportunities. However, avoiding
the tough stuff can have major
consequences. Leaders must
make the effort. They must
confront their own comfort and
confidence levels when faced
with having hard conversations.
Withholding critical feedback is
like asking someone to complete
a crossword without providing
all the clues. It’s simply not
possible.
Sue (not her real name) worked
as a Community Support