As generational expectations about workplace norms differ widely, adjustments may be needed in administering constructive criticism, The Washington Post reported.
“The whole reason we want to understand generational differences, especially in critical feedback, is because we want the message to land as well as possible,” said Giselle Kovary, a generational expert and head of learning and development at Optimus SBR, in an interview with the Post. “It’s less about what you want to say and more about how they need to hear it.”
Knowing one’s audience is important when getting and giving feedback, said Megan Gerhardt, a professor at Miami University and author of Gentelligence: A Revolutionary Approach to Leading an Intergenerational Workforce.
Jake Aguas, a Biola University professor and author of Generation Z and the COVID-19 Crisis., said that it's important to respect baby boomers’ experience and expectations around formal processes. Gen X is likely to need transparent, direct communication with an emphasis on autonomy, while millennials normally think about inclusivity and may expect a more informal coaching or mentorship approach, he told the Post. Members of Gen Z want to feel that they can play a role in finding the solution, and they want to sense a personal investment from the person giving them feedback.
Kovary advised managers to prepare beforehand, meaning to plan what they want to say, how to deliver it and the intended outcome. She tressed that they should never just wing it.
Managers who establish a supportive relationship before having to deliver critical feedback can make the situation more advantageous, some experts said
If the only time colleagues or employees hear from a manager is when they’ve done something wrong, the feedback could be taken much more harshly than intended, experts agreed. Acknowledging an employee’s experience, perspectives and efforts can create a connection and a relationship of mutual respect, which may make it easier for the employee to hear critical feedback, as they’ll know the intention is good, said Gerhardt.
In addition, managers should approach every conversation with the expectation that they may also have to receive feedback. No conversation should be one-way, even if the manager is prepared to deliver specific points, Kovary said. Managers should prepare to listen actively, read between the lines, notice body language, validate the other person’s experience and paraphrase what was said back to ensure they're understanding correctly.
Kovary also advises employees to ask for feedback when they need and want it. Managers can also solicit feedback from the people who report to them.
Experts also advised employees not to take feedback personally. The intention of a person delivering feedback may be entirely different from its impact. Just because it’s delivered in a way that employee doesn’t like, doesn’t mean that they should take it personally, experts advised.
If employees receive feedback that rubs them the wrong way, they can ask clarifying questions, Gerhardt said. Sometimes getting that additional context can change how they perceive that feedback, she said.
It is also important to recognize that there’s always room for improvement. Feedback should be specific, measurable, action-oriented, timely and results-focused, Kovary said. And everyone should aim to be more open to receiving it—things all generations can do better, she said.
“It doesn’t have to be as it always has been,” Gerhardt said.