By providing corrective feedback you need to start. Principles of effective feedback from sales staff. negative feedback

Source: http://www.b17.ru/article/learn_to_give_feedback_to_guide_the/

It is very important for every self-respecting leader to learn how to properly give subordinates feedback. After all, the success of the company you lead will largely depend on this skill. We can say that this skill is the art of praising and scolding your wards. But, most of all, I would like to focus on how to correctly tell a subordinate about the mistake he made, about the mistake he made, so as not to offend or, as they say in Japan, save his face?

Let's start with the concept: what is feedback?

In short, this is a certain mechanism for transmitting information, consisting of several questions or suggestions from the manager to his employees, from employees to their colleagues and vice versa, in various options etc. In any case, this is more of a dialogue than a monologue, although many leaders, for some reason, do not understand this.

It is simply necessary to give information to your subordinate correctly, and in the form of feedback, in particular.

Why? Yes, if only because the timeliness of this action motivates your employee to creativity, to preventive work to prevent mistakes in the future. After all, we all know the importance and necessity of timely action. And most importantly - the right feedback will help to achieve the desired results from our subordinate!

If you are going to give employees feedback, then you should do it. RIGHT! In no case should you be limited to such evaluation categories as "BAD" or "GOOD". This will obviously not be enough for adequate feedback, in addition, your company's profit from such a black-and-white approach to solving organizational issues can suffer greatly, and emotional background workers too. In the absence of good feedback in the organization, a kind of “dead” silence sets in, leading to the absence of any interactions in the company.

To establish feedback with the staff, you can set only three clear questions:

1) What are you already doing?

2) How do you see your work?

3) In your opinion, is it possible to do this work better and what is needed for this?

●Important! In this block, the main criterion should be positive. There should be no criticism or other negative verbal, as well as non-verbal manifestations. Therefore, you should always start with the good. From what can be noted from the best side.

The next block should be the desire to stimulate the growth of your employee. So, it makes sense to direct his thoughts towards creativity, towards improving his activities. Give him a direction to accelerate and modernize his activities. Here you can start asking questions: what can be done right now? This will allow your employee to prepare for active actions right now.

●Important! If you really have to make a remark, then do it constructively, in essence, trying to change the person's behavior. Do not criticize his personality in any way. The identity of the employee should be for you, so to speak, UNTOUCHABLE!

We can recommend using the scheme: «+», «-», «+». It means: PRAISE (+) = REVIEW (POINT, SPEED, DIRECTION)(-) =PRAISE AGAIN (ENCOURAGE) (+).

The most interesting thing is that it is not necessary only to ask questions, you can in the same, or similar to the above form, GIVE feedback to employees, in the form statements:

1) Tell the employee about WHAT he did well.

2) Prompt (declare) him that he can do even better in the process of doing his job.

3) Offer him to do it immediately or recommend the implementation of the process in certain moment time.

So, if you use a similar feedback scheme with subordinates in your leadership, then they will by no means be offended by you.

Use it and the results will pleasantly surprise you!

Moreover, you will notice significant changes in the motivational sphere of the employees of your organization in the direction you, as a leader, need.

Use it and the results will pleasantly surprise you!

You can endlessly discuss the topic of feedback in teams, both between equal employees, and between subordinates and managers. The conclusion is always the same: feedback is either there or it is not. And this can be seen from the results of the work.

What is feedback?

Communication in the company is distributed not only from top to bottom - the boss came up with it, said it, employees did it. Nothing like this. Any task requires two-way interaction: vertical, when a subordinate is given a task, he asks questions and receives clarifications, and horizontal - with neighboring departments and colleagues. The interaction of structures during the growth of the company and the expansion of the staff requires special attention.

Why is feedback needed?

The leader clearly and clearly sets the task and presents the result of its implementation. Unfortunately, this does not mean that the subordinate understood everything as it should. The employee paints a picture in his head based on his knowledge and ability to decipher the language of the leader.

It is important to make sure that you are understood correctly, and - most importantly! – that you see the same end goal. This can only be clarified in a dialogue, having received questions from employees and speaking out points that are unclear to them.

Neglecting the questions of subordinates is dangerous. Not getting questions or ignoring them, you run the risk of not seeing the result you wanted. Imagine that your subordinate is in charge of a department. He handed over the task to his employees as he understood it himself. His people will also understand the task to the best of their ability. As a result, the initial information is distorted beyond recognition.

It is useless then to shout at the workers, accuse them of incompetence and demand telepathy from them. Unfortunately, not everyone can read the minds of leaders.

How to organize competent interaction of employees and systematize work?

Enter a rule in the company: everyone who receives a task from the manager asks questions, clarifies the rules and the order of work. The likelihood of achieving the result you want will greatly increase.

Further all typical tasks are described after they have been done once or twice. A kind of instruction or regulation is drawn up with an understandable algorithm for the execution of work. This will save you time on further explanations.

Intermediate points of the task, especially in long-term work, are also very important. They need to be recorded in the work schedule and checked. Otherwise, you let everything go by itself. The task has been set, time is running out, you will not get the result soon - but what do people do? In order not to ask yourself such questions, not to be nervous and not to create tension in the team, enter a work schedule with intermediate results.

Result as feedback

The most important point of feedback is the end result. Now the manager asks questions, fixes and analyzes the result of the work. This will be the correct completion of the algorithm for completing the task - effective employees are encouraged, the necessary adjustments are made for the future.

Remember: the lack of feedback causes confusion in companies. Managers and subordinates do not know what to think about their work, and compose tall tales. Remember what comes to mind when your call or request is not answered by people important to you. Remembered? The same is true for your employees.

Create a schedule, think about how you communicate with the team, on what issues and at what time. Do not neglect this right and rule.

Thanks to the increased attention paid to feedback in modern companies, many employees quite clearly understand their strengths and weaknesses, areas of professional and personal development.

In conversations with a career consultant, they quickly give examples of their successes and failures, rely on objective facts and authoritative opinions - sometimes they even bring with them the results of psychological tests, which reflect their qualities of character and motivation.

However, there are other examples in the life of a career consultant when a client was not given high-quality feedback for a long time, no independent assessment of competencies was carried out, perhaps he never even got a job "from the street" - he did not pass interviews and did not receive advice from recruiters, or maybe he has not changed jobs for a long time or he had a significant break in his career.

All this can lead to the fact that the client's self-image will be greatly distorted in comparison with the opinion of other people - those on whom the success of his career depends. And then the responsibility for giving feedback and "returning the client to reality" falls on the career consultant.

The task of a career consultant is to help the client achieve his stated goal. After the client has defined the goal, it is necessary to assess whether the client has enough resources to achieve it, find hidden reserves, assess what is missing and what risks may arise. The SWOT model can be used as a framework for such an analysis.

The subject of the analysis is the professional experience of the client, his competencies, values, interests and motivation are evaluated. Depending on qualifications, a career consultant may conduct the assessment himself, or may involve third-party experts or use psychometric tools.

In any case, following the results of the evaluation, it is necessary to give the client feedback. It is she who will become a support for the client, from which he will push towards his goal. It should be taken into account that if, for some reason, the client does not accept the feedback, this can undermine the confidence in the consultant and the client will not move further. So the skill of developing feedback is one of the key skills for a consultant. It is the consultant who is responsible for the client's reaction after feedback. This does not mean that the client must agree with every word, the main thing is that trust is maintained between the client and the consultant and the client is ready to remain in dialogue.

General rules feedback:

Preparation - a clear understanding of the main ideas that you need to convey to the client;

Suitable place and time for the meeting;

- “Positive stuffing” at the beginning of the meeting (it can be anything: from a compliment to a joke; it is important to relax the client, energize and positive);

Maintaining eye contact throughout the entire period of communication;

Emphasis on what is important and significant for the client - his goal, needs, motivation, limitations;

Respect for the personality of the client;

Fewer value judgments ("Try yourself in sales"), instead more indications of specific behavior ("I noticed that in your story about working in sales there was a lot of energy. What is a job in sales for you?";

Use of metaphors and personal examples (“You know, this reminded me of a story… Let me tell it?….What is this story about for you?”)

Acceptance of the client's right to his own opinion.

Ideal feedback is when the consultant completely repels the client's words, as if returning his own words to him. This ensures the transfer of responsibility to the client for his own choice.

In order to include the client in the work as an expert of his own experience, you can apply the technique " scaling". It is done as follows:

1. The consultant asks the client to rate on a scale of 1 to 10 how competent/successful they are in a particular area.

2. The client evaluates himself.

3. The consultant asks the client why he did not rate himself lower - then the client describes his strengths - what he already does, what he is good at.

5. Summarize and discuss what action the client needs to take to move up the scale

As a result of feedback, the client should understand what specific steps he needs to take in order to achieve the goal, or at least start moving in its direction. In addition to understanding, his inner readiness and desire to act in a given direction is important.

If a career consultant has managed to achieve this effect, he can praise himself for his excellent work. It is even better if the consultant asks for feedback for himself, asks his client directly: "How was the session? What valuable thing will the client take with him? What did he lack? What could be improved?" In long-term work with a client, mutual feedback builds trust, develops the client's skill of feedback in both directions (not only to receive, but also to give high-quality feedback, which is always useful for career development).

This is information about a person's behavior in the past, which is given to him in the present, hoping that it will influence his behavior in the future.
Feedback is a key component in employee development. It helps not only to correct the mistakes of subordinates before they become habits, but also reinforces the desired behavior, stimulates Professional Development and ultimately helps employees achieve their goals.
In order to increase their own efficiency in the future, people need to understand very precisely how effective they are now. They need specific information about strengths oh, and about the sides that need development. Feedback and is the very "mirror", looking into which people get the opportunity to see themselves, plan their own development and track progress.

Types and purpose of feedback
positive feedback serves to evaluate the effective behavior of the employee and thereby strengthen this line of human behavior in similar situations. In cases of positive feedback, it is said that What was done well Why it was good and what positive results led the actions of the employee.

positive feedback is a powerful tool for motivating employees. It is especially effective when it refers to specific behavior, although generalized praise also stimulates employees and increases their self-confidence. Among other things, positive feedback performs another important function - it tells others that the leader sees and appreciates the contribution of others to the common cause.

Negative Feedback serves to convey an assessment of ineffective behavior and is aimed at changing the actions of an employee. In this case, it indicates What was done incorrectly what are the alternatives behavior in this situation why their result could be better than as a result of the actions taken.

As a rule, it is easy for the leader see shortcomings in the work of subordinates. Much harder inform constructively report these shortcomings to subordinates in such a way as to guarantee their correction in the future.

Principles for giving constructive, positive and negative feedback

Principles of constructive feedback
Specific- describes specific example behavior that depends on the person; does not contain sweeping generalizations.
timely refers to a recent situation that is still fresh in your mind and that of the other feedback participant.
constructive- suggests behaviors that you would like to see in the future (especially with negative feedback).
With consequences- indicates the consequences of this behavior: how it affects you, others, the work process.
Educational- aims to help in development.

Principles for giving positive feedback to an employee
To make your positive feedback more effective:

1. When expressing your praise to an employee, highlight a certain aspect of behavior, a specific trend - make it clear what you value most in his actions (for example, meeting deadlines, high productivity, commitment to quality, willingness to work overtime to achieve results).

2. Point out to the subordinate the positive consequences of his actions. Let him know why you value his success so much and why it is so important to you that it be repeated: talk about the impact that success will have on you, on your team, on the organization as a whole.

3. Express your feelings - talk about satisfaction, joy or admiration for the actions of the subordinate.

4. Clearly communicate to the subordinate what behavior he should follow in the future.

5. Look for any opportunities to reward the employee for specific positive behaviors. Develop the habit of seeing situations that deserve encouragement. With this support of the desired behavior, subordinates will demonstrate it more often.

♦ How often do you praise them?
♦ Do you see the contribution of individuals to the overall success?
♦ Do you appreciate this contribution?
♦ Are your praises a response to specific achievements or are they caused by a favorable state of affairs in general, a good mood?

Principles for Submitting Negative Feedback

To increase constructive criticism and its effectiveness, follow these principles:

1. Respect the person's need for the privacy of criticism. Try to express your comments face to face.

2. Talk about the employee's behavior (for example, "you delayed making a decision on this issue for two days"), not about his personality (for example, "you are not able to make decisions and take responsibility").

3. Tell the employee about specific facts, avoid generalizations.

4. Specify specific Negative consequences actions of the subordinate. It is known that in 90% of cases of "ineffective" criticism, bosses get off with general phrases ("decrease in labor productivity", "decline in morale", etc.).

5. Personalize your statements - talk about your feelings. The phrase "I was very upset when I found out ..." will have a stronger effect than the impersonal exclamation "This is simply unacceptable!".

6. Give comments in a calm manner. Be sure that you are in control of yourself and are able to describe, and not "pour out" your feelings.

7. Be concise - get straight to the point and be direct. Remember that a person perceives worse when he becomes the object of criticism.

8. Be prepared for the fact that the employee does not immediately recognize the validity of your comments. When faced with criticism, people tend to become defensive, so don't try to win the subordinate's agreement right away. Just tell him your assessment and make sure he understands it. Give him a chance to think about your words.

9. Maintain the necessary balance of positive and negative information. Before giving an employee serious remarks, say a few words about those qualities that you appreciate. Beginning with remarks, end the conversation with your overall confidence in the subordinate's ability to succeed.

10. Strive for dialogue, avoid lectures. Give the subordinate the opportunity to present his vision of the problem

11. Focus on future actions. Do not "hang" on finding out the reasons for the mistakes made - this will only force the subordinate to look for new excuses. Move quickly to the questions “What will you do to prevent this from happening in the future?”.

12. Communicate to the subordinate not only the punishments for bad behavior, but also the benefits of good behavior.

13. At the end of the meeting, ask the subordinate to repeat in his own words what he needs to do to improve results. By doing so, you will not only test understanding, but also confirm that the subordinate is committed to improvement.

14. If you have a particularly difficult conversation ahead of you, play out possible scenarios in your mind. Think not only about how you will express your comments, but also about what you can hear in response and how you will react to it.

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FEEDBACK FROM THE MANAGER TO THE SUBJECTS
Zeltserman K.B.
Office file #85 February 2006

A well-coordinated tandem "manager - subordinate" is the key to the success of many things in the company. AND good leaders are able to organize this coherence. A constructive dialogue helps to remove all misunderstandings and disagreements between the leader and his subordinates. One of the components of such a dialogue is feedback from the leader to the subordinate. A leader who does not talk to employees, does not use feedback tools, will no longer understand what his subordinates think and feel and may miss a critical moment and the situation will get out of control. In this article, we will talk about what feedback is, how to properly organize a “feedback session”, where it is important and how to effectively apply it to a manager.

What is feedback to subordinates?

Feedback to a subordinate is the voicing of a reaction to certain actions of an employee. Why is this needed? First, it is a simple display of attention, which, as various studies show, often has a beneficial effect on the relationship between people working together. Secondly, timely feedback allows for preventive, preventive work on the employee's mistakes. Thirdly, feedback has a motivating function, it allows the employee to find out what is expected of him and what are the criteria for evaluating his work. And, most importantly, feedback allows you to achieve the desired results from the employee.

Feedback shows the employee how his work is evaluated. Therefore, not only a direct (oral or written) assessment of an employee's performance can be considered as feedback, but also various incentive tools as an indirect assessment tool.

These indirect instruments include:

• thanks or accolades
• rewards or deductions
• promotion or demotion

All these tools show the employee whether his work is generally assessed as good or bad. However, sometimes it can be difficult for a subordinate to figure out what exactly he was rewarded or punished for. Therefore, feedback is effective only when the manager explains in detail to the employee what is good and what is not very good in his work. Therefore, the most effective tool feedback is a conversation between a manager and a subordinate, when the subordinate not only learns about the assessment of his work, but also has the opportunity to ask questions and clarify incomprehensible points.

Exist various situations in working life, when the use of feedback is not only appropriate, but also necessary, such types of feedback include:

1. Feedback, as an assessment of the current activities of the employee.
2. Feedback on employee suggestions.
3. Feedback on employee plans and reports.
4. Feedback about the attitude of the employee to what is happening in the company.

Let's dwell on the above points in more detail.

« Execution cannot be pardoned” or feedback, as an assessment of the current activities of the employee.

This type of feedback is the most commonly encountered by managers. Evaluation of an employee's performance occurs almost always when a manager accepts the work of a subordinate. And since the manager is directly interested in improving the performance of the employee, simply assessing the categories “Good” or “Bad” is not enough. You need a rationale for where it is good, why it is bad and how it should be corrected.

Studies confirm that when analyzing the behavior of other people, the majority overestimate the influence of a person's nature and his personal capabilities and underestimate the influence of the specific circumstances in which his real activity takes place. For example, the manager is likely to attribute the reason for the unproductive work of a subordinate to the lack of personal capabilities of the employee, and not to the current situation at his workplace. This phenomenon is known as the fundamental attribution error. That is why it is very important, when evaluating an employee, to talk with him, finding out his situation, in what context of events he was, and what influenced the results presented by him, etc. It is this approach that will allow you to avoid mistakes in assessing the work of an employee and be objective.

Purpose of feedback on current activities: evaluate the work of the employee, show what has been done well and it is necessary to do the same in the future, isolate the shortcomings and discuss ways to correct them. In addition, it is important to show the employee the significance of his work for the company, to motivate him.

Basic Rule: Feedback should be constructive and factual.

You can’t turn feedback into scolding or praising an employee: “What a great fellow you are!” or “Well, you give, who does that!”. Feedback should ideally contain highlighting strengths in the activities, behavior of the employee and weaknesses- places that require correction, reserves in the improvement of the employee.

“I shout, and in response - silence!” or Feedback on employee suggestions

From time to time, enterprising employees come to managers with their suggestions for improving the way they work or the situation in the company. It is very important to support such initiatives, to demonstrate that such behavior is welcome (even if the proposals themselves, for some reason, are not accepted).

Employees made a lot of suggestions on how best to build a non-material motivation system and were looking forward to seeing how their proposals would be translated into reality. The approval of the document lasted three weeks, the employees "caught" the leader in order to make their proposals again and again. However, the changes proposed by the staff were not made. All sorts of rumors, speculation, discontent spread throughout the company. Only the speech of the head explaining why the proposals of employees cannot be used at the present time, removed the tense situation in the company. However, further suggestions from the manager to discuss something in the company were met with “interrogations” in the style of “what can we expect?”.

Goals:

• To support an initiative that contributes to the development of the company and its employees.
• Preservation of optimal, working tools, systems, traditions; increasing their importance in the eyes of the employee.
• Increasing the motivation of the employee / the formation of an adequate self-esteem of the employee.

Basic Rule: If you are collecting employee suggestions, then you need to give feedback on all of them and take at least some action to show employees that the situation is changing or explain why their proposals are not accepted and nothing is changing yet.

After two or three proposals left without any attention, the employees give up. The absence of a “corrective” component of feedback on the proposal or initiative of the employee leads to the fact that a sensible proposal may be missed, or vice versa, the employee will consider himself a “super-hero”, although his proposal is not adequate to the needs, strategy and values ​​of the company.

Conversations with the provision of feedback are held as suggestions are received from employees. Depending on the complexity, strategic significance of the proposal (for example, a proposal to issue corporate pens, this is not at all the same as a proposal to develop new system motivation, let alone open a new line of business) and the elaboration of the proposal (voiced idea, pre-collected information, or already ready business plan), its discussion can take from 5 minutes to 1 hour. IN rare cases well-researched but highly ambitious or non-trivial strategic proposals can take up to 2 hours to discuss.

In preparing for such a conversation, the leader should:

• Examine the offer of the employee ( written document, conversation).
• As a first approximation, evaluate it: relevance, novelty, timeliness, necessity, adequacy, etc.
• Make a decision and prepare arguments for refusal or, conversely, give the go-ahead to the employee and determine what needs further study.

If the employee himself does not say something, then you need to ask leading questions. It is important that the employee speaks all of the above himself, then he will be more realistic and critical about his proposal.

Feedback on the employee's proposal should be built as follows:

1. What is interesting, well thought out, presented
2. What and where can be improved
3. Dot the "i" in terms of relevance, feasibility, adequacy, etc.
4. Issue a general verdict: accepted / not accepted; now / after a certain period of time.
5. Agree on next steps.

« Just because I didn't say anything doesn't mean I don't appreciate your work. » or Feedback on employee plans and reports

Feedback is present where there is control. The manager must control the implementation of plans by employees, but before control, this plan must first be discussed and approved. This can and should be done using feedback.

Feedback on the discussion of the employee's plans

Feedback on the plans is provided to the employee as often as the plans themselves are prepared. It is better to discuss weekly plans, for example, sales managers every week (5-10 minutes): for control, motivation, prioritization. And monthly plans are discussed, respectively, every month.

The structure of the meeting to discuss and approve the plan can have two scenarios. In the first case, if everything in the plan suits you, you need to inform the employee about this, and if he has questions or needs to discuss some important details, help him.

If the presented plan requires adjustment, then the manager needs to decide:

• That he gets tired in this regard and can be left.
• Clearly decide what exactly does not suit the plan and needs to be changed, finalized (for example, the formulation or setting of goals, measures to achieve them, prioritization, availability of indicators and deadlines).
• Then the leader must initiate a discussion on issues that cause difficulties for the employee, or suggest sources of information, set the direction of “thoughts”.
• Agree on the timing of the submission of the revised plan.

Feedback on discussing employee reports

Reports should not be a bureaucratic atavism, at least they should not be perceived as such by employees. Yes, indeed, the manager does not always have time to talk in detail about the report with the employee, but simply “collecting them on your desk or in the closet” is also not the case. Moreover, if the employee “reporting” does not hear anything in response, he may decide that “everything is bad”, even if he is a very good employee, or vice versa, that “everything is fine”. The minimum that should be done is to notify the employee that the report has been successfully accepted, to note the most outstanding achievements and achievements of the employee.

If the report requires adjustment, then feedback on the employee's report is given according to the following scheme:

• The manager tells the employee that he is tired of the work done during the reporting period, which was done well.
• The manager tells the employee what he is not satisfied with and needs to be changed (what goals, indicators have not been achieved; what tasks have been prioritized incorrectly; where deadlines have been missed; where the quality of work is not satisfied; level of responsibility, initiatives, etc.)
• The manager discusses with the employee what is the reason that he did not complete this or that task (not qualitatively; not on time, etc.); what helps, what hinders in solving the tasks; how he will correct the situation, achieve his goals; what will he do in the future so as not to repeat such mistakes, situations.
• The manager sets priorities in solving problems, misses of the employee.

After providing initial feedback on plans and reports, the manager and subordinate need to do a few more:

• The employee corrects or supplements the plan or report, taking into account the feedback from the manager.
• The manager studies the corrected documents.
• The manager provides final feedback (written or verbal) to the subordinate.

Feedback on the attitude of the employee to what is happening in the company (changes and innovations)

Target: avoid misunderstanding by the staff of the tasks assigned to them, the strategy and corporate values companies.

Usually, in order to implement changes in companies, employees are informed. "We have decided to live in a new way." In order for the changes to be implemented the least painlessly (as you know, not everyone wants to change), it is very important to ask employees what they think about this, what concerns and objections they have. For these purposes, they use employee surveys, the "suggestion box" method, personal conversations with employees. As in the situation with the proposals of employees, in no case should the concerns of employees be ignored. Thus, feedback to employees should include:

1. “Joining” to the situation of employees “I understand that the upcoming changes bring a lot of new things for all of us and …………”
2. Praise employees for justified concerns and named risks “It is very good that you noticed that in this situation this will change, and we will have to ………”
3. "Dispelling Myths". Next, you should answer the objections of employees known to the manager, while giving additional information, because, as you know, the roots of almost all objections lie precisely in the lack of information.

In conclusion, let's outline the basic rules for providing feedback:

1. Feedback must be! You should not hope that the employee himself will understand everything just by the look of the head or meaningful silence.
2. Feedback must be timely. It makes no sense to discuss a year later that “that project was failed because of you, because you then provided the wrong data and did not deign to check it. Of course, we didn’t tell you, because you wouldn’t have had time to fix anything anyway ... "
3. Feedback should be both positive (for good - to praise) and negative (for bad - to scold). But even when giving negative feedback, it is important to find something to praise the employee for. And you need to start with an assessment of what is good in the work of an employee.
4. When providing feedback, it is important not to get personal (“how badly you did, because you are lazy and mediocre”), but to talk about actions (“I evaluate your work badly, because the deadlines were violated and the information was presented haphazardly, unstructured”).
5. To be constructive, feedback should be more specific. Contain facts, not opinions or generalities. Not "I got the impression that you began to work without enthusiasm", but "I observe that you have stopped making suggestions."
6. To give effective feedback to a conversation with a subordinate, you need to prepare.
7. No need to immediately expect that immediately after the feedback everything will change dramatically “I told you yesterday!”. Unfortunately, the feedback session does not work as Magic wand. Change is a long and complex process, sometimes it is necessary to repeat many times and the same thing, because the habits of doing something in a certain way go away only with time and with the right reinforcement of the desired behavior.

Providing feedback to subordinates is one of the most powerful HR tools. If feedback is organized correctly and systematically, then this allows the subordinate to achieve a positive attitude towards comments addressed to him, understanding and acceptance of criticism, as well as a willingness to correct shortcomings. Subordinate, ready and striving to correct his shortcomings, isn't such an employee the dream of any leader?