People don’t leave their jobs. They leave their bosses. And one of the main reasons they leave their bosses is because of feedback.Departures are caused not only by the formal annual performance reviews, which can often end up being a gruesome chore for everyone concerned and can spring some nasty surprises for the subordinate if there has been little or no communication during the year. Defections can also be precipitated by rash, inappropriate feedback given over a coffee or in the back of a Lyft car on the way from the airport. Even not giving feedback can create problems and resignations.
Research conducted in the US shows that many people would actually prefer to receive negative feedback – such as “that was really stupid” – than receiving no feedback at all. At least with such harsh words, they know where they stand rather than just guessing.
Unfortunately, this US-based research does not take into account cultural and linguistic differences, which can add a whole extra layer - or layers - of complexity to a process that many managers and supervisors already find cumbersome and intimidating.
For example, how do you give feedback to someone where any kind of direct, targeted information might seem like an affront and cause them to “lose face” or feel humiliated? How do you gauge the reaction of someone who is silent? What about people from very expressive cultures who burst out while you’re giving feedback?
And what if someone is speaking English as a third language in a country where such terms as “you killed it” and “we need to improve our execution” might have other connotations?
Clearly, these potential minefields … oops, areas of conflict … oops, areas of possible misunderstanding can be avoided if the feedback givers truly understand how their direct reports – as well as their peers or even bosses or clients – might prefer to receive feedback.
Using RW3's Culture Calculator, the manager or supervisor would be able to get specific information about four dimensions that relate directly to feedback across cultures:
Formality – Would she prefer to be given feedback in a formal or informal setting? In the office or over a drink?
Hierarchy – Should the feedback be given top-down just by his direct boss or would he also prefer to receive input from his peers and even subordinates? Would he want to be able to give his own feedback in return?
Relationships – Would it be better to get straight down to business and just focus on the “whats” or would it be better to prepare the way with some social chit-chat?
Communication – Should the boss use the “hamburger” method and place any “meat” (criticism) in between two fluffy sandwich buns of praise and compliments. Perhaps this could even be delivered by someone else who knows the subordinate better? Or should she just hand her employee the “meat” directly with nothing else added?
Clearly, there is no right or wrong way of giving (and receiving) feedback. In the end, it is going to depend on understanding “how” as well as “what”; focusing on context as well as content; observing as well as discussing; asking as well as telling.
To learn more about giving feedback effectively across cultures, watch our latest webinar.
