From Happy to Productive: Embracing Balanced Critical Feedback

The secret to high-performing teams

In my early days as an engineering manager at a large company, I was focused on fostering a positive and collaborative work environment for my team. However, I soon realized that my desire to keep everyone happy was coming at the expense of efficiency and productivity. In an effort to compensate for my team's shortcomings and avoid conflict, I found myself taking on more and more tasks that were not part of my job description. From ghost-writing documents to managing risks behind the scenes, I was essentially doing the work that my team should have been doing themselves. While I thought I was helping them, I eventually came to realize that this approach was unsustainable and ultimately not beneficial for anyone involved.

It wasn't until I started giving balanced critical feedback that I began to see a shift in my team's performance. By providing specific, actionable feedback, I was able to help my team identify their weaknesses and work on improving them. This not only led to better outcomes for our projects but also boosted their confidence and sense of ownership over their work.

Of course, giving critical feedback is not always easy. It can be uncomfortable, and it requires a willingness to confront difficult issues head-on. But as I learned through my own experience, it is essential for building a high-performing team and achieving long-term success. By embracing the principles of balanced critical feedback, leaders can empower their teams to take ownership of their work, learn from their mistakes, and ultimately achieve their full potential.

This wasn’t a novel idea or a radical approach. Tamil literature provides a wealth of insights into the importance of balanced critical feedback. The Thirukkural, for example, emphasizes the importance of providing feedback in a way that is honest but not hurtful. Similarly, the Tamil poet Thiruvalluvar stresses the need to provide feedback that is timely and specific. These teachings highlight the importance of being transparent and clear in one's feedback, while also recognizing the importance of empathy and respect. But 2000 years later, providing balanced feedback is still one of the biggest things we struggle with.

Despite the wisdom passed down, it seems that many leaders and managers still struggle with giving effective feedback. Perhaps it's the fear of being seen as overly critical or the discomfort of having difficult conversations. Or maybe it's the tendency to prioritize short-term harmony over long-term growth and improvement.

Whatever the reasons may be, the reality is that many teams are missing out on the benefits of balanced feedback. When given in the right way, feedback can be a powerful tool for unlocking potential and driving progress. It can help individuals identify blind spots, improve their skills, and become more engaged and invested in their work.

So why do so many of us struggle to give feedback effectively? And what can we do to overcome these challenges and become better feedback providers?

One approach is to shift our mindset around feedback. Rather than seeing it as a negative or confrontational experience, we can view it as an opportunity for growth and development. By reframing feedback in this way, we can create a culture that values continuous improvement and encourages individuals to seek out feedback from others.

Another key factor is to focus on specific, actionable feedback rather than vague or general criticisms. When we provide specific feedback, we give individuals clear guidance on what they need to work on and how they can improve. This makes it easier for them to take action and see progress over time.

Ultimately, providing balanced feedback requires a willingness to be honest, direct, and empathetic. It's about finding the right balance between challenging individuals to improve while also supporting them in their growth journey. And while it may not always be easy, the rewards of effective feedback can be transformative for individuals, teams, and organizations alike.