Managers often give their direct reports constructive feedback. But in reality, constructive feedback takes two forms: Developmental feedback helps someone grow for the future. Corrective feedback lets them know something that needs to change. If you receive constructive feedback and it’s not clear whether it’s developmental or corrective, this can lead to longer-term problems.
In a conversation with a group of manager friends in a variety of different fields recently, one shared about needing to let an employee go after a year-long performance improvement plan. The employee was not meeting the needs of the job, even after the manager changed the job description and gave ongoing feedback over the course of months. When it came time to terminate their employment – something that was sad but seemed inevitable to the manager and HR department – the employee was shocked. They had not expected it at all, much to the surprise of everyone else in the meeting.
Another manager in the conversation asked if the employee was clear that the feedback they were receiving was not developmental, but was in fact corrective. After all, if they thought they were receiving feedback to grow in their role (something someone might reasonably infer from the name “performance improvement plan”), but the manager felt clear that the feedback was about things that would need to change to continue in the role, it’s no wonder a termination would be shocking on one side and not the other.
Another friend in the group shared an experience of being on the other side – receiving feedback over months that they believed was developmental, but was in fact corrective. Again, as things became more serious, they were taken off guard.
This distinction seems simple, and if you’re the one delivering feedback, the difference can seem so obvious that you might not think you need to draw attention to it. And if it feels uncomfortable, it can be gentler to bring something up as developmental feedback. After all, a lot of constructive feedback is, in fact, a blend of developmental and corrective feedback, and some people are adept at reading between the lines to identify for themselves what’s what. But if it’s truly corrective – if this is something that needs to change and progress will be monitored – you’re doing your direct reports a disservice if you don’t make that clear to them. The manager who brought up the distinction in our conversation said that it has become a practice to write two separate sections on quarterly or annual reviews: one for developmental feedback and one for corrective feedback, which may remain empty. In each case, as with the positive feedback section (which we are not delving into here) the feedback is as specific as possible to allow for clear, actionable results. (Credit to the Management Center and the book Management in a Changing World by Jakada Imani, Monna Wong, and Bex Ahuja for some of the ideas shared here.)
How can the distinction between developmental and corrective feedback help us this week?
This Week’s Tip:
Build your awareness of the constructive feedback you’re delivering and receiving: Which feedback is developmental, and which feedback is corrective?
- As you deliver feedback: Take a page out of the manager’s example above: separate out and label three feedback sections: 1) Positive Feedback (which, ideally, should be the largest section by far); 2) Developmental Feedback; and 3) Corrective Feedback. Make it clear both to yourself and to your direct report which feedback is which. You may also be helped by reading our article on delivering effective feedback that doesn’t trigger the fight or flight response.
- As you receive feedback: If it’s not already clearly articulated, ask directly: “Is this developmental feedback or corrective feedback?” Even if you think you know the answer already, your manager may articulate it in a way that is helpful for you to hear.
Try this out this week, and let us know how it goes. We’d love to hear from you!
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