This is how you get more money, better tasks and support out of it.
A feedback interview between superiors and employees is by no means just a one-sided and possibly subjective assessment. Rather, it is a great opportunity for a dialogue at eye level about competencies, goals and opportunities. The ManaJump tips simply show you how to impressively demonstrate your own performance and position yourself successfully – and how to get the best out of working conditions, personal development and professional advancement.
Feedback discussion: mutual opportunity instead of one-sided evaluation!
In most companies, feedback discussions are an essential part of the job: whether at the end of the probationary period, as a status quo analysis in annual cycles or as a regular exchange of information on performance and goals. They should show employees how their commitment is evaluated and provide guidelines for future performance. However, a feedback interview is optimally not a verbal testimony and a one-sided formulation of demands on the part of the boss! Because you too can and should give your own feedback on your work situation and make clear what you want from the company: more support or more freedom, discharge or more demanding tasks, promotion or further training – and finally more salary or other benefits. In order for this to succeed and for both sides to be able to contribute their perspectives and coordinate them in a meaningful way, the feedback discussion should follow an ideal structure.
The three important phases – and how to use them
During the first phase, your supervisor will evaluate your work – at the same time you should communicate your previous achievements and successes. Phase two is about pointing out company goals and concrete demands on you for the next period of time – and offers you the opportunity to help shape efficient planning and make clear what you yourself need to achieve your goals: How must the required work be organized, what measures are needed, what prerequisites are necessary? The third phase then applies particularly to your own perspective and objectives: What do you expect from the employer, what do you want to achieve, what can you demand?
Well prepared is already half convinced
No matter whether the feedback interview is given by your employer or you ask for it yourself: preparation is always half the success! You should be able to show exactly what you have achieved for the company and what successes you have accomplished. At the same time, it is important to ask yourself critically in advance: Where are my deficits, what haven’t I achieved or should I have done better? The more honest you are with yourself, the better you can face criticism and learn from it. But also reflect on what support of the employer would have been necessary in order to really be able to realize previous goals. Often it is not only the unwillingness or even the lack of competence that makes it impossible to call up one’s own performance efficiently – but also unsuitable company organization, wrongly chosen measures or lack of support. In the end, think carefully about what you want: Changes in order to be able to work better, further training or support in order to become better, perhaps even a career promotion or salary increase in order to improve your position. The ManaJump checklist helps you to be optimally prepared for a successful feedback interview. This will help you to get the best out of it.
Question checklist for the three phases
The most important questions you should honestly ask yourself
Especially important for the analysis phase: You should be able to document your own assessments. This is the only way to convince your superior! What percentage of project and company goals did you achieve? How much (more) turnover did you achieve? How much valuable working time exactly saved? Let the figures speak for themselves. Especially if you want a higher salary. Because once your supervisor has heard a plus number, he will also react more favourably to the minus, which means higher costs for him. The 50 percent rule is often successful: If, for example, you increase turnover by 20 percent through your efforts, 10 percent more salary will be considered as good business for the company.
This is how you do everything right with your conduct in the feedback discussion
In order to be able to really trump in the feedback conversation, a confident appearance is of course essential. Remember: The dialogue is conducted at eye level. You can, may and should give feedback and formulate requirements yourself. At the same time, of course, you should take the perspective of your counterpart seriously and react appropriately.
Demonstrate that constructive feedback is valuable to you and that you want to know where you stand – and where you can go in the future. Show your interest in becoming even better.
No matter how good your performance is – what matters is what it provides for the company. Make clear that you don’t just circle around yourself, but that you contribute your skills in the best possible way for the benefit of the company and the team. Show that you value your employer.
Of course, criticism can be offending – but don’t react emotionally, but objectively. Maybe you can disprove it with examples and change the view of your superior?
In concrete terms
Show that your work was not “somehow good”, but prove your success. And make clear what exactly you need – and specify why.
Allow legitimate criticism, nobody makes everything 100% perfect. Some mistakes can only be recognized when they are pointed out to you. And there is often a better way to the goal, which one does not know yet. Take the chance and don’t react stubbornly.
You yourself are certainly not completely satisfied with everything. Make direct suggestions for improvement into points of criticism. In general, you can use well thought-out ideas and concepts to convince as a motivated employee.
Ask for support
A good employer not only demands, he also supports! What do you need to become better, to achieve your goals, to develop personally? Say clearly what you want.
“I’ve earned that” is not a convincing argument. Illustrate how the company benefits from what you want: Change X lets you contribute in your competences more efficiently, you can achieve better results through certain further training, etc.