Welcome back to our "1st Time Manager" series in The Storyteller newsletter! In our last edition, we explored how to build credibility and trust with your team. Today, we’ll dive into another critical skill every manager needs to master: Managing Performance and Providing Feedback.

Why Managing Performance and Feedback Matters

As a first-time manager, one of your most important responsibilities is to help your team perform at their best. This requires regularly assessing performance and providing constructive feedback that helps your team grow and improve. When done effectively, managing performance and giving feedback can enhance productivity, boost morale, and foster a culture of continuous improvement. However, it can be challenging, especially for new managers who might be hesitant about giving negative feedback or unsure of how to measure performance fairly.

In this edition, we’ll cover strategies for managing performance, how to provide both positive and constructive feedback, and tips for creating a culture of accountability and growth.

Key Strategies for Managing Performance and Providing Feedback

1. Set Clear Expectations from the Start:

   • Importance: Your team needs to know what’s expected of them to meet their goals. Without clear expectations, it’s difficult to assess performance accurately.

   • How to Apply: Use SMART goals (Specific, Measurable, Achievable, Relevant, Time-bound) to set clear, attainable objectives for each team member. These goals provide a roadmap for performance evaluation and help team members understand their targets.

2. Give Regular, Ongoing Feedback:

   • Importance: Feedback shouldn’t be limited to formal performance reviews. Regular check-ins ensure your team is aware of their progress and areas for improvement.

   • How to Apply: Schedule regular one-on-one meetings to discuss ongoing projects, challenges, and achievements. These conversations should include both positive reinforcement and constructive feedback to help your team grow in real time.

3. Be Specific and Actionable:

   • Importance: Vague feedback doesn’t provide team members with the tools they need to improve. Specific, actionable feedback, on the other hand, gives them clear steps for development.

   • How to Apply: When giving feedback, use the SBI model (Situation-Behavior-Impact). For example: “In yesterday’s meeting (Situation), you interrupted others several times (Behavior), which made it difficult for them to share their ideas (Impact). Moving forward, try to give everyone a chance to speak before jumping in with your thoughts.”

4. Balance Positive and Constructive Feedback:

   • Importance: Focusing only on the negative can demoralize your team, while only giving positive feedback may leave areas of improvement unaddressed. A balance of both encourages growth and motivation.

   • How to Apply: Use the "feedback sandwich" approach—start with positive feedback, then offer constructive criticism, and end with encouragement. For example, "I really appreciated how you took the initiative on the project, but next time, make sure you align with the team before proceeding. Keep up the great work in pushing forward innovative ideas."

5. Create a Culture of Accountability:

   • Importance: When team members understand that their performance will be regularly reviewed and discussed, they are more likely to take ownership of their work.

   • How to Apply: Hold team members accountable by tracking progress on goals and having candid conversations about areas where performance may be lacking. Encourage them to take responsibility for their growth by asking them to identify ways they can improve.

Personal Story: Giving Tough Feedback for the First Time

I remember the first time I had to give constructive feedback to one of my team members. He was highly skilled, but his attitude during team meetings was becoming a problem—he was dismissive of other team members’ ideas and often monopolized the conversation. As a new manager, I was nervous about addressing the issue, fearing it would create tension or lead to conflict.

Before our one-on-one, I prepared carefully, using the SBI model to structure my feedback. I started by acknowledging his excellent contributions to the team, but then pointed out that his behavior in meetings was preventing others from contributing fully. To my surprise, he was receptive to the feedback and appreciated that I had been specific and clear. Over time, I saw a real change in his behavior, and the dynamic of our meetings improved dramatically.

That experience taught me the importance of giving feedback early and often, and the power of being specific and constructive. Feedback, when done right, can have a transformative effect on both individual performance and team culture.

Actionable Tips for First-Time Managers

• Document Performance Regularly: Keep a record of your team’s accomplishments and challenges throughout the year. This will help you provide concrete examples during performance reviews and ensure feedback is based on a consistent track record.

• Encourage Self-Assessment: Before providing feedback, ask team members to assess their own performance. This opens up a dialogue about where they feel they need support or improvement.

• Foster a Growth Mindset: Emphasize to your team that feedback is an opportunity for growth, not criticism. Reinforce the idea that mistakes are part of learning and improving.

Recommended Reading

For more strategies on providing feedback and managing team performance, we recommend "Radical Candor: Be a Kick-Ass Boss Without Losing Your Humanity" by Kim Scott. This book provides valuable insights on how to care personally while challenging directly, ensuring feedback is effective and humane.

Join the Discussion

How do you handle giving feedback as a manager? What strategies have worked for you, and what challenges have you faced? Share your thoughts in our community forums at www.demalo-ent.com.

Stay Tuned for Our Next Topic

In the next edition of the series, we’ll cover "Time Management and Prioritization"—a crucial skill for balancing your new managerial responsibilities with your personal workload. Don’t miss it!

Thank you for being part of The Storyteller community. We’re here to support you as you grow in your leadership role, one step at a time.

Warm regards,

DeWayne Allen 
The StoryTeller
www.demalo-ent.com