Author: Mandar

Employee feedback is the process of providing employees with clear, timely, and actionable information about their performance, behaviors, skills, or contributions. The goal of giving feedback to employees is not to criticize but to help individuals improve, recognize achievements, and align their efforts with organizational goals.

Effective feedback should be:

• Timely rather than delayed until annual reviews
• Specific and supported by examples
• Balanced with both positive recognition and constructive suggestions
• Focused on behaviors and outcomes instead of personalities
• Actionable so employees know what to improve

Organizations that encourage regular feedback conversations create a stronger feedback culture where employees continuously learn and perform at their best.

A vital part of being a manager is giving and receiving feedback. Susan E. DeFranzo in “5 Reasons Why Feedback is Important’ describes it as helpful information or criticism about prior action or behaviour from an individual, communicated to another individual or a group. An individual or a group can use this information to adjust and improve current and future actions, behaviours and performances. It is a crucial part of being a leader, it is what helps a manager and their team perform better. Feedback is vital, but is it given the importance it requires?

The purpose of feedback is to let your team members know where they stand in terms of performance or the different criteria one has set up. The main issue that managers are regular employees face is the fear associated with ‘Performance Review’ and how these reviews are given after a long period, for example- once in three months or twice a year. It hampers overall growth and can delay the completion of goals.

Managers fail to give feedback because it can be unnerving for them. A workplace requires a healthy and safe environment, it requires an environment that facilitates high performance. A healthy environment includes constructive criticism, but since most of us are wired to think that correction or criticism means something negative or we’re not doing anything right altogether, this negative emotional environment makes it all the more difficult and both parties  end up dreading it. Managers might fail in giving feedback also because they are afraid of discouraging their employees or offending someone, especially if they have mature members in their teams.

Elizabeth Heron an HR Manager and a writer for Careers in Government shares three reasons for manager’s failure in giving feedback. Rather than laying emphasis only on failing she talks about the fear associated with feedback. She talks about-

It’s mostly found in first time managers, they’re still learning the ropes. And if they’re not secure in their decisions and capabilities, they find it difficult to correct or offer constructive criticism to their own team members. Fear holds all of us back, but managers experience it at a different level than regular employees do. A few reasons for the above are that-

• They were never trained to give feedback
• They have no experience in giving the same.

Anxiety about what will happen next or what will happen if feedback is given, will the employee quit? Will they get angry or discouraged and not perform altogether and hold a manager back.

She offers advice on how to overcome this obstacle. She talks about giving detailed feedback in a routine manner, in this way both employees and managers will be aware and ready for evaluation. Performance reviews should be scheduled on a weekly, monthly and quarterly basis. They serve as gently nudges in the right direction and don’t overwhelm and blindside an employee with built up feedback.

Managers who aren’t trained in giving feedback aren’t aware of an appropriate way of doing so, and this is a sure set up for failure. It is crucial for companies/organisations to have Management Training Programmes, they are necessary especially for first time managers. These programmes provide a structure and show them how not all feedback is ‘bad’ or ‘negative’ and highlights the upsides of providing the same.

This fear is directly related to the fear of being disliked, managers are often found to fear their employees hating and ostracising them. Hence, the hesitation in or not giving feedback at all.  They are also afraid of how an employee will react to receiving feedback. Therefore, Management Training Programmes must teach managers to carefully deliver any kind of feedback, especially when it’s negative.

Another problem that arises when managers fear giving feedback is the fear of appearing weak. Though this issue is often less of an issue than the other reasons cited above, it does happen. Managers often fear that offering praise or positive feedback might make them look weak or too full of praise. However, one of the best ways to offer negative feedback is with a little praise. Many managers find that employees are more likely to take their negative feedback better when they have something encouraging to say.

Overcoming the above mentioned obstacles is necessary for a manager or a leader to flourish. And it isn’t only an individual manager’s responsibility to deal with such fears.

Companies/organisations must ensure that they have a blueprint their managers can rely on. And also that these managers are given feedback from their team mates as well as higher ups, in terms of how they are performing as a manager.

While understanding why managers avoid feedback is important, organizations should also equip leaders with practical techniques that make feedback conversations more effective.

Some best practices include:

Give feedback regularly

Don’t wait until annual or quarterly reviews. Frequent feedback helps employees make improvements before small issues become larger problems.

Be specific

Instead of saying, “You need to improve,” explain exactly what happened, why it matters, and what better performance looks like.

Focus on behavior, not personality

Constructive feedback should address actions rather than personal traits. This keeps conversations objective and easier to accept.

Encourage two-way conversations

Feedback should not be one-sided. Invite employees to ask questions, share their perspectives, and collaborate on solutions.

End with an action plan

Every feedback discussion should conclude with clear next steps, expectations, and follow-up conversations to measure progress.

Giving feedback to employees is one of the most challenging yet rewarding responsibilities of a manager. While fear of confrontation, lack of confidence, and concern about employee reactions often prevent managers from having meaningful conversations, avoiding feedback ultimately limits both employee and organizational growth.

Organizations can overcome these challenges by investing in manager development, encouraging regular feedback conversations, and creating a workplace where constructive feedback is viewed as an opportunity for learning rather than criticism.

Managers who develop strong feedback skills build trust, improve employee performance, and create teams that are more engaged, productive, and motivated. By making feedback a continuous part of everyday work instead of an annual event, organizations can strengthen leadership effectiveness and foster a culture of continuous improvement.

Most new leaders are under the misconception that their position lends them supreme authority over their subordinates. This could not be more wrong, and this notion often creates “bad leaders”. The correct approach to leadership should not be to rule but to serve. A leader’s primary goal is to make work for the productive units in a team as conducive and efficient as possible, so it only makes sense that servitude of these units is the fastest way to get there. Listening to your employees is an essential aspect of becoming a servant leader. Your team members will have a LOT to tell you, provided you are willing to listen. This style of leadership fosters an environment in which team members are encouraged to learn and grow as they feel secure and empowered by a leader who would go to great lengths for them.

Having a strategy is very important when it comes to high-stakes management. Good leaders should always keep the future in mind while making decisions. It is your duty as a leader to foster innovation within your team by asking for feedback, ideas and areas of improvement. Over time, you will develop new norms through these innovative methods. These norms will help your team outperform its previous maximum potential. Another focus for leaders should be learning and skill development. You should do this to gain new insights into what can be improved and which parts of your team are lacking. Your skills and observations will trickle down to your team members and improve their efficiency as well. Think of it as leading by example, people who see their leader putting in active effort to learn more are far more likely to upskill themselves. And lastly, set ambitious but achievable goals to ensure that all the additional productivity translates into concrete results.

This ties in directly with the previous point but differs significantly. While being proactive is about ensuring that productivity and innovation are constantly improving, this is about having a larger vision for your company that you want to achieve. Everything you do should be aimed at achieving that vision. Having this vision will also give you a structure for your management ethos, and your new hires should align with this vision or set of values to be a good fit for the company. Thinking big often involves taking risks and trying new things. Good leaders understand that taking calculated risks is necessary for growth and development, and they are willing to embrace the uncertainty that comes with it. When leaders think big, they create a sense of purpose and drive among employees, leading to higher levels of engagement and productivity.

When leaders praise and reward employees for their good work, it reinforces positive behaviour and productivity and encourages employees to continue performing at their highest possible level. This can help create a positive feedback loop where employees are motivated to maintain or improve their performance. Successful execution of this practice will create a positive feedback and productivity loop. This offers an exponential return on whatever little the manager has to give in terms of rewards. Humans being the social animals that they are, often do not even require monetary reward. Gratitude and praise alone can do a lot to create this positive loop. Managers can also foster deeper relationships between team members and a feeling of unity and shared purpose by recognizing and rewarding collaborative efforts and team accomplishments.

Compassion is a crucial trait in a leader because it promotes deeper connections, trust, and a more productive and happy work environment. Within a managerial context, compassion refers to a leader’s capacity to comprehend and empathise with their team members’ needs, concerns, and emotions. Compassion adds a certain degree of humanity to the workplace that is sorely needed in the modern corporate grind and it shows your employees that you care about their well-being beyond the walls of your workplace. This directly leads to higher employee retention and engagement through the trust and loyalty it fosters. When a leader takes the initiative to foster compassion within the company, it creates a culture of kindness, empathy and support which should ultimately be the standard all leaders should strive for.

This last behaviour refers to building a community that not only produces results but is one that you can be proud of. Your community is a by-product of your employees but is also something that can be actively managed and moulded to your liking. You can promote and propagate your desired workplace culture by making hires that fit the culture you want. You can also set up leadership workshops and conferences. The end goal, as always, is to have a company culture in which people feel welcomed, included, and respected. A stressful culture is bound to have high employee turnover and burnout, regardless of pay. Remember, people leave managers, not companies.

Leadership is a skill that improves with consistent practice and feedback. Regardless of experience level, managers can strengthen their leadership effectiveness by adopting habits that encourage continuous learning and self-improvement.

Some practical ways to develop effective leadership skills include:

• Seek regular feedback from team members and peers to understand your leadership strengths and areas for improvement.
• Practice active listening during one-on-one conversations and team meetings.
• Invest in leadership development programs, coaching, and mentoring.
• Recognize employee achievements consistently, both publicly and privately.
• Encourage collaboration by creating opportunities for employees to contribute ideas and solve problems together.
• Reflect on leadership decisions and learn from both successes and setbacks.

Leadership development is an ongoing process, and small improvements made consistently often lead to significant long-term results.

Effective leadership is built through daily actions rather than occasional moments of inspiration. Leaders who serve their teams, think strategically, recognize employee contributions, demonstrate compassion, and build inclusive workplace cultures create an environment where employees feel motivated to perform at their best.

The six leadership behaviors discussed in this article are interconnected. Trust encourages collaboration, compassion strengthens relationships, recognition increases motivation, and a shared sense of purpose helps teams stay focused during periods of change. Together, these behaviors form the foundation of effective leadership and sustainable organizational success.

As workplaces continue to evolve, leadership will become increasingly centered on communication, adaptability, emotional intelligence, and people development. Organizations that invest in developing these capabilities within their managers are better positioned to improve employee engagement, strengthen workplace culture, and build high-performing teams over the long term.

Managers are the face of leadership for most workers and trust is important. Imagine a manager who is transparent, authentic, and honest with their team. In a high-trust environment, people are not left to guess about their future or what work is valued and what work is not. Workers behave rationally because they are not acting in fear of the unknown, or the suspicious. Workers in such an environment waste less time second-guessing motivations and more time being productive.

Contrast a high-trust environment with the opposite. Imagine a manager who is secretive or deceptive in how they communicate. What is the impact on team performance of managers who say one thing, but do something else, or are caught misinforming their team for a self-serving purpose? In this environment workers start their day with a sense of resentment, maybe even anger; they spend time commiserating with co-workers about their distrust. These teams have high turnover and low retention which is a burden for everyone who stays behind. Just as in any relationship, a lack of trust is dooming.

A sense of belonging is important for all of us, and a manager has the greatest impact on creating that sense for their team members. Think about the manager that continually refers to “us” or “we” when talking to employees about the work and accomplishments of the team. Imagine a manager that deliberately invests time in team meetings and activities, or who personally introduces new employees to the team and develops a welcoming atmosphere that reinforces that the employee belongs to a team. In this environment workers share common goals and collaborate on work; they feel a part of something and that adds joy to their work. A sense of belonging is highly valued by workers, even if the work itself is mundane.

By contrast, imagine the manager that rarely references the work done by a team, and focuses more time and attention on individual performance. When a manager creates a culture of “we”, as in management, and “you”, as in employee, they negate any sense of belonging and instead erect a wall that seems impenetrable to workers. Employees in this type of environment will become complacent and do only what is asked of them because taking initiative when they think they don’t belong feels overcommitted.

Today’s workforce places a great deal of weight on having a balanced life where work doesn’t eclipse their personal life; people are defining themselves less by what they do for work, and more for who they are as a person in all aspects of life. Imagine the manager that shares these values and makes work-life balance a routine part of the conversation with team members. What if the manager is seeking ideas and insights from workers on what they would find most impactful on the balance they seek and then implements more flexible policies where practical. Organizations that empower their managers to create flexible options for their employees are rewarded with higher rates of retention and less turnover.

When managers refuse to entertain ways to create balance for their employees, workers will seek out alternative roles in other organizations. While very few jobs can be completely flexible in every way, rigidity should have purpose. When managers don’t challenge old assumptions and norms by asking for the “why”, their team members see no hope in establishing more balance in their life. These environments are losing their top-performers to more flexible organizations.

All work can’t be glamorous or steeped in socially redeeming value, however the more a manager can connect the dots between the activities of team members and the cause or mission of the organization, the more likely employees are to get fulfillment in their work. Managers who take the time to understand each person’s intrinsic motivations and offer opportunities to satisfy them will have enthusiastic and energetic teams. A manager will drive improved performance when they help progress their employees’ careers by giving them opportunities to learn new skills.

Managers who don’t understand their employees’ motivations, nor try to, will get little more than minimum lackluster performance. Managers are positioned to know each worker best and when they don’t make the effort to understand what is motivating them, employees are likely to search for other work that satisfies and fulfills them.  

A manager who uses rewards as a powerful lever to drive performance is more likely to get results. Consider a manager that publicly recognizes performance, advocates for improved pay or benefits, and creates opportunities for advancement. Managers should advocate for teams and people who perform, starting from day one. A manager who places more weight on team performance rather than individual performance will get better overall results.

Not understanding how rewards can extrinsically motivate teams will result in suboptimal performance and sometimes unintended consequences. For example, placing more weight on individual performance than on team performance can result in winners and losers instead of a cohesive team working in sync toward a common goal. Managers who don’t know what rewards are meaningful to workers will find themselves actually driving overall performance in the wrong direction. Employees want to know that their manager is not out of touch and understands their priorities.

Finally, to build trust, create a sense of belonging, find balance, allow opportunities for fulfillment, and deliver rewards, to have a positive impact on team performance, managers have to consider them as interconnected. Too much flexibility in search of balance can impact team cohesion and a sense of belonging. Finding the right rewards means understanding what fulfills each individual. The work of a manager requires nuanced soft skills and investing in their ongoing development will bring out the best in team performance.

A manager’s influence extends far beyond supervising daily work. The way managers communicate, build trust, recognize achievements, and support employee growth has a lasting impact on team performance, workplace culture, and organizational success.

The strongest teams are not built solely through technical expertise or individual talent—they are built through leadership that creates trust, belonging, balance, fulfillment, and meaningful recognition. When these elements work together, employees are more likely to collaborate effectively, remain engaged, and consistently deliver high-quality results.

Developing these leadership behaviors requires continuous learning and self-awareness. Organizations that invest in manager effectiveness and leadership development not only improve team performance but also strengthen employee retention, engagement, and long-term business outcomes.

Most new managers are formerly top performers who were promoted to this role because of their skills. However, your performance in any job role will not necessarily translate into management, which requires more of a leadership mindset. They no longer constitute as separate contributors. Instead, they must establish and monitor team goals, serve as role models, and occasionally have unpleasant conversations. This is why leadership development is so crucial. There are a few ways of going about this, however the best is a combination of mentorship and time. A mentor will help new managers identify their strengths and weaknesses, set goals, and develop action plans. This arrangement will also give them insights into how they operate, what the driving factors for their decisions are and most importantly, what kind of a manager they are and want to be. From there, the manager’s own style will emerge. This essentially fastracks the manager’s journey of self-discovery while making minimal mistakes.

For new managers, this can be a great opportunity to expand their knowledge and abilities. These events frequently include lectures and workshops given by professionals in the industry. These specialists can impart knowledge to new managers by sharing their experiences, observations, and best practices. New managers also get the chance to network with other professionals in their field at conferences and workshops. This can be a great opportunity to meet new people, share ideas, and gain insight from the experiences of others. They can also learn about new technologies, techniques and popular trends. Most importantly, these workshops can offer opportunities for courses and training programs like (insert any of GMI’s programs). These are the best way to ensure your managers become the best version of themselves they can be. Lastly, the motivation that new managers get from these events after seeing the growth potential for their field.  These workshops are a repository of valuable information and a gold mine if utilized correctly.

The sooner a new manager makes a connection with their team, the more productive they will be. It’s more effective for new managers to lead and manage their teams if they can establish strong relationships with team members and gain their respect. Second, team members are more likely to be engaged and motivated when they sense a connection to their manager, which can result in improved performance and results. The ability to engage with team members can also assist new managers in understanding the requirements, shortcomings, and strengths of their team, enabling them to spend resources wisely and make more informed decisions. This is why it’s important to conduct one on one meetings, listen and empathize with your team members, share your vision for the team and the company and celebrate successes. All these things will do wonders for the connection with your team.

New managers should spend time developing a good relationship with their manager in a manner similar to how they build one with their team. In most circumstances, they can’t choose their boss, working with what they have is essential. Especially if the boss isn’t the easiest to work with, that might make things challenging. According to Gallup, more than 50% of Americans have, at some point or another, worked under a manager they disliked so much they left their position. Fortunately, new managers do have some degree of control over how well they get along with their boss. By managing up, they will have the ability to strengthen that relationship. This positive relationship will also allow more resources to be leveraged for the team.

Disputes will inevitably arise when managing others, and the skill needed here is confronting and resolving these disputes proactively. They need to be able to spot the issues before they become too big or sensitive. The issue for many new managers is that they are absolutely untrained in conflict resolution methods and lack relevant expertise. The secret to managing conflicts is coming up with a solution that caters to the demands of all parties, within reasonable bounds of course. The key to handling these situations is to remain composed and conscious of their own feelings and biases. Additionally, it can be beneficial to avoid forming assumptions and really listen to all parties’ viewpoints individually and then together. With practice, they can get better at spotting and resolving conflicts. 

There is a common misconception that management is not a time-intensive role. This couldn’t be further from the truth. Instead of being responsible for their own performance, they now need to monitor and help multiple people with their issues. Improper time management can lead to severe burnout and fatigue. Getting this down from the get-go is essential for longevity and growth in a managerial role. A good learning module can be (insert if GMI has any time management program)

First time managers have a direct impact on employee engagement, team performance, and workplace culture. Yet many organizations promote high performers into leadership roles without providing the training and support needed to succeed. As a result, new managers often struggle with communication, delegation, conflict resolution, and team leadership during their transition.

A structured first time manager training program helps new leaders develop the skills, confidence, and leadership mindset required to manage people effectively. By investing in mentoring, leadership development, team management skills, and continuous learning, organizations can build stronger managers, improve employee retention, and create a sustainable leadership pipeline for future growth.

Layoffs may provide immediate financial relief, but they also create hidden costs that are often overlooked.

Organizations may experience:

• Reduced employee engagement
• Lower productivity
• Loss of critical skills and institutional knowledge
• Increased voluntary attrition among top performers
• Damage to employer reputation
• Higher recruitment and onboarding costs when hiring resumes

By considering an alternative to layoffs, organizations can balance financial priorities while maintaining employee trust and business continuity.

One of the most effective alternatives to layoffs is giving employees voluntary options that reduce workforce costs without forced terminations.

These programs may include:

• Voluntary separation packages
• Early retirement programs
• Temporary unpaid leave
• Reduced working hours
• Job sharing
• Sabbaticals

Employees whose personal circumstances align with these options can make informed decisions while organizations reduce expenses in a more positive and transparent manner.

Voluntary programs also minimize legal risks and help preserve employee morale compared to involuntary layoffs.

Instead of reducing headcount, organizations should evaluate whether existing talent can support new products, services, or internal initiatives.

Business priorities evolve rapidly, creating opportunities to redeploy employees into areas such as:

• AI implementation
• Digital transformation
• Customer success
• Product innovation
• Process improvement
• New market expansion

Upskilling and internal mobility allow organizations to retain experienced employees while addressing changing business needs.

Investing in reskilling often costs significantly less than recruiting new employees once market conditions improve.

Organizations can improve workforce agility without relying heavily on layoffs.

Flexible workforce planning may include:

• Internal talent marketplaces
• Cross-functional project assignments
• Contract and freelance workforce integration
• Temporary staffing partnerships
• Internal gig opportunities
• Workforce planning based on business demand

These approaches help organizations adjust workforce capacity while preserving critical skills and maintaining employee engagement.

A flexible workforce strategy also prepares organizations for future growth without repeated hiring and layoff cycles.

Organizations can also consider several operational improvements before reducing headcount.

These include:

• Freezing non-essential hiring
• Delaying discretionary spending
• Optimizing technology investments
• Reviewing vendor contracts
• Improving operational efficiency
• Reducing travel and administrative expenses
• Automating repetitive business processes
• Investing in productivity tools

Small improvements across multiple business functions often deliver meaningful savings while avoiding workforce reductions.

Whether an organization chooses layoffs or an alternative to layoffs, transparent communication is essential.

Leaders should:

• Explain the business context honestly.
• Share how decisions were made.
• Keep employees informed throughout the process.
• Listen to employee concerns.
• Support managers with communication resources.
• Reinforce the organization’s long-term vision.

Strong leadership communication helps preserve employee trust during uncertain periods.

Choosing an alternative to layoffs is not simply about avoiding workforce reductions. It is about protecting organizational capability, maintaining employee engagement, and making strategic decisions that support long-term business success.

Voluntary workforce programs, internal talent mobility, flexible workforce planning, and operational cost optimization allow organizations to reduce expenses without sacrificing valuable talent. While layoffs may sometimes be unavoidable, they should be considered only after organizations have explored every available alternative.

Companies that prioritize transparency, innovation, and people-first leadership are better positioned to retain talent, strengthen their employer brand, and recover more quickly when market conditions improve.