Walking over the Tilikum Crossing here in Portland yesterday, I saw a great lamppost sticker about halfway across the bridge. “GENERIC ENCOURAGEMENT”, repeated four times just to make sure I was *really* encouraged. (Spoiler alert: I wasn’t, but it definitely made me laugh!)

CS leaders are often pretty warm people, and we’re programmed to cheerlead. But "I believe in you" and "you're amazing" and "I've got your back" don’t say very much, so the person on the receiving end walks away with a warm feeling but absolutely nothing to work with. They could have really used something specific enough to repeat, delivered in a way that lands for them specifically. 

Who you're talking to changes how you say it, and leaders who treat feedback as one-size-fits-all miss out on some great opportunities to help their teams grow and excel. Some people need the bottom line first; others need context before the bottom line feels like anything other than an ambush. It’s on us to figure out which is which. 

We talk a lot about how to deliver constructive feedback, but failing to be specific with the positive has a cost. When it’s time to make a case for a promotion or a merit increase, you want to have a collection of highly specific, consistent kudos that can justify making the investment you’re recommending for your direct report. “She’s amazing”, “This person delivers”, and “I really believe in him” don’t cut it. To effectively advocate for your people, you need to have been collecting specific, concrete evidence all along, pulled directly from your feedback conversations. 

If you want to grow in this area, book a free consultation.

Photo: Amanda Richardson, Tilikum Crossing Bridge, Portland OR