The feedback tug-of-war

Giving and receiving feedback at opposite ends of the scale. Sometimes neither giver nor receiver is comfortable. It can create anxiety and even animosity. 

For me, this is never more evident than when feedback concerns one of the most sought-after skills in the workplace – writing. Business writing is both personal and impersonal. And I don’t mean that in the context of who we’re writing to or the subject matter – though they are obviously workplace considerations. What I mean is that we can put our heart and soul into writing something that is ‘all business’. That monthly report that’s all facts and figures? Someone may have agonised over every word. Now their beautiful handiwork is lying on their desk – or desktop – bleeding with the red ink of change and their jaw has either hit the floor or is quivering ominously while they blink away tears. 

Of course, their manager may well be shedding tears of frustration, raising their eyes to an omniscient being and asking, “Why? Why? Why is it so difficult?” 

Giving feedback is always a precarious activity. On the one hand you don’t want to strangle the individuality out of someone. On the other, there really is no place for ‘abstract’ punctuation. And if you’re the writer, well, of course you want feedback . . . . good feedback. So here’s a few tips. 

For reviewers: 

Know what you want. 

Before you set someone a writing task, make sure you fully understand exactly what you want. Is it a one-page summary? A full report? A list of dot points? If you don’t know, how can you expect your staff to know? And if you don’t know, admit it. If you give your staff free rein, realise that you probably won’t be getting what you imagine you might; staff can be very inventive when you give them space.  

Provide a road map. 

Once you know what you want, provide a template, or at the very least a list of headings or some concrete guidelines. Explain the purpose of the document, including the content you need and why you need it, the tone that’s required, any definite ‘leave outs’ or ‘put ins’. If possible, give them an example. Basically, you’re showing them a vision for the document. 

Give them an editing and a proofreading checklist. 

Editing is a skill. Most writers find it difficult to step back from their work and edit dispassionately. An editing checklist is a tool that can help a writer focus on what might need checking. Once you understand different people’s writing strengths and weaknesses, consider writing checklists specifically for them. 

Yes, proofreading is different to editing. If your company has a style guide, make sure your staff have copies – or know where to find it. Be clear that they are expected to use it. If there isn’t a style guide, consider developing one over time. At the very least, provide a list of the basics that will require checking, e.g. Capitals, full stops, commas, semi-colons, font size, text alignment, font type, bullet points. 

Be kind. 

Whether it’s for business or pleasure, writing is a very personal thing. When you’re editing someone else’s work, remember they aren’t the words on a piece of paper. They are a person. Tempering your feedback can often elicit more improvement than a line-by-line, word-by-word dissection. Also consider correcting only one or two concepts at a time. This is short-term pain for long-term gain . . . and a happier more productive and loyal employee.   

For writers: 

Ask them what they want. 

Take responsibility for knowing exactly what you are being asked to do. When you know the end purpose of a document, you can better tailor it to meet those needs - a paper to board members is very different to a memo to a colleague or an email to customers. 

Clarify the road map you’ll follow. 

Ask if they have an example or a template to follow. If not, ask what information they’d like included. Some managers will want you to show initiative and tell them what should be in it. That’s okay. It’s an opportunity for you to demonstrate that you can think. Offer your suggestions and ask for clarification that you’re on the right track. Confirm what else they want added in – or left out. 

Accept and use any checklists. 

Checklists are exactly that – lists of things to check. If your manager gives you one use it. If they don’t, consider developing your own. This is particularly useful if your manager is pedantic about certain things. Writing and following a checklist means you don’t have to continually remember what’s important; it’s all written down waiting for you to follow it. This is also true for proofreading checklists. 

Be open. 

What you perceive as negative feedback can be very difficult to digest. Even though it’s ‘business’, it can still smart. So be kind to yourself. Be open to what is being said. Make a practical list of what you can do better in the future. If you need help, ask for it. If your manager won’t provide it, remember, google is your friend. There are thousands of on-line resources. Above all, never surrender to someone else’s negativity. Writing is a process and a process can be learnt. Bear in mind too, that sometimes criticism is really veiled envy. 

Feedback is a two-way street. We need to be willing to give and to receive. The bottom line is to treat others the way you would like to be treated. One simple rule for all of life’s business – be kind.