Feedback, used well, can multiply your impact. But 9/10 PMs use it wrong:
Used sparingly
This is the mistake 9/10 PMs make. They are team players, nice, and want to take on problems themselves. Feedback has to be used to shape the team to achieve the outcomes PMs are responsible for. So how should it be used?
To the source first
Engineering managers, engineers, designers, analysts, marketers, legal – PMs have to rely on a huge team. Each has different styles of working. Take areas a team member can improve to them in a 1:1 with video on, first. Don’t complain or go to their boss.
Handled professionally
The sandwich method of feedback is out of date. Professional feedback is to the point, specific, non-personal, and non-generalized. If you have any hint of emotion or self-expression, reschedule to a later date when you can share with a cool head.
Followed up on
When a colleague reacts to feedback, PMs have to take note. What is their emotional state? What kind of reaction is appropriate? Some may have never received such feedback and need positive reinforcement on their attempts to change. Provide it.
Strategically leveraged
So, you have the toolkit of giving feedback to a teammate. When? Use it when you have 2+ examples of the behavior or attitude disrupting – or enhancing – work, and it has come up for you, in your head, 2 more times. Consistent behavior, not one-offs.
Escalated on occasion
Very often, people will have trouble changing. Perhaps you also did not communicate in a way they can hear. Or maybe they are B or C players. In these cases, consider speaking with your or their boss. Also consider including in review cycle feedback.
Used to structure the organization
So, you’re giving feedback. Now, leverage your constellation of judgments to speak with leadership on how to structure the org. This is VP & C-Suite level talk, and it will help you achieve your outcomes while escalating your level.
Feedback for PMs summary
- Feedback is a critical tool to use regularly
- Give it to the source first
- Handle it professionally
- Follow up on attempts to change
- Leverage it strategically
- Escalate on occasion
- Use it to structure the org
