Feedback Made Easy for Partners

The objective in giving feedback is to enhance performance by supplying information to guide the individual toward the level and quality of work that is expected. The following are seven steps to effective and useful feedback sessions.

1. Establish rapport. Create a positive climate in which the feedback session is to take place. A neutral locale like a conference room allows both parties to be focused. The partner should make it clear that two-way communication is expected and encouraged.
2. Focus on the behavior or work product, not the person. For feedback to be effective, focus the communication on modifying a situation, correcting a behavior or improving work quality. There should never be statements made that can be interpreted as an attack on character or personality.
3. Specially describe the problem. Describing specific observations or work product helps the individual understand exactly what needs to change. General feedback, such as 'improve your work,' is often confusing, whereas examples of exemplary work clarify what is to be expected.
4. Encourage the individual to respond. To be successful, the feedback must include two-way communication. It is the partner's responsibility to ask specific questions and solicit thoughts and reactions to what is being presented. There might be valid reasons, unknown to you, for the behavior or work product you have criticized.
5. Offer specific suggestions. Because most people are likely to perceive any criticism as negative it is important to show genuine intent to assist the individual. Offering constructive suggestions shows that the partner values and wants to help develop the individual.
6. Listen. Allowing others the opportunity to respond without interruption builds their confidence and shows value in their comments and ideas. Getting the other person's point of view checks for misunderstanding or misinterpretations.
7. Summarize and express support. Use the summary of what has been discussed as an opportunity to clarify one more time the expected behavior or quality improvements. Also use this time to show support and encourage the individual to make the necessary improvements. Be sure the person leaves the session in an optimistic frame of mind so the feelings are positive toward the partner, the communication and toward making the changes.

Guidelines for Giving Feedback

Partners manage all the dynamic aspects of client matters. They are in constant demand to make decisions; they are forever solving problems, and unfortunately associates' needs often fall to the wayside. It can be a pitfall for a partner to try to provide constructive feedback without allotting the appropriate time and energy. The problems arise when the feedback is given in such a way that it offends or insults the recipient. Feedback should be presented in a manner in which the receiver perceives the comments as useful and beneficial without being judgmental. If given correctly those working with the partner will know where they are and where to go next in terms of expectations and goals. The following are five common mistakes partners make when rushing feedback.

1. Avoid insults. Focus on the work product or behavior only.
2. Avoid conflicting messages. Focus on constructive criticism, and skip positive comments to make the associate feel better.
3. Avoid overload. Focus on correcting one or two items at a time. More become overwhelming.
4. Avoid ambiguity. Focus on specific improvements, not generalizations; skip words like 'better' or 'more.'
5. Avoid arguments and confrontations. It is imperative that feedback be given in an effort to improve work as well as maintain or bolster the associate's self esteem. Avoiding confrontations during the feedback session will help to maintain constructive relationships and build the recipient's morale.

A warm handshake at the conclusion of the feedback session is one way to end on a positive tone. Another is for the partner to say: 'Thanks for talking with me. I feel that this has been a very productive discussion. I know I can count on you in the future. I'm here to help you in any way I can.'

Dr. Sharon M. Abrahams is the Director of Professional Development for the international law firm, McDermott Will & Emery, LLP. Dr. Abrahams has over 20 years of experience in the training and education field; specializing in client relations, marketing, sales, communication and management development training. Her recent book, 100 Plus Pointers for New Lawyers on Adjusting to Your Job, is published by the American Bar Association Career Resource Center. We welcome Dr. Abrahams to our Board of Editors with this issue. She can be reached at [email protected].