People need feedback about their behavior directly from those who have first-hand information. Many managers are hesitant to give feedback in a group setting for fear that it puts the person on the spot, gets him or her defensive, makes everyone else in the room uncomfortable, and strains the team’s working relationships.
However, there are instances when providing feedback in a group setting is more appropriate than one-one-one feedback, says Roger Schwarz, a leadership team consultant and the author of “Smart Leaders Smarter Teams.” Schwarz recommends giving feedback in a team setting when:
· One or more team members are experiencing negative consequences caused by other team members.
· Team members are the source of the feedback.
· The issue involves most of the team.
People need feedback directly from those who have first-hand information, Schwarz says. If team members are affected by someone’s performance, only the team members can validate the feedback and fully answer the inevitable questions about the effects of the behavior being discussed.
By preparing someone for a team feedback conversation, you can explain your reasoning for addressing it in the team setting. It helps the individual prepare for both receiving and giving feedback in the meeting. It’s also helpful to coach the person after the team meeting, identifying what he needs to do to create any change he agreed to in the team meeting.
