Oh, don’t misunderstand the title of this article. Feedback is sometimes affirmational and sometimes corrective. Feedback identifies specific actions or behaviors and then asks (or directs) the recipient to provide either more of, less of, or the same amount of such action or behavior in the future. Sometimes we are providing a positive reaction or affirmation to a team member’s action or behavior and sometimes we are providing a negative reaction to the action or behavior. Sometimes our feedback says, “Yes, keep it up!” and sometimes it says, “Cut it out!”, all within the guidelines for providing effective feedback, of course.

But, as leaders, we prefer that the process of providing feedback always be a positive experience, whether it be affirmational feedback or corrective feedback. There are two primary motivations for providing feedback. One purpose of feedback is to guide the actions and behaviors of team members to align with organizational vision, values, and goals. A second purpose of feedback is to develop team members in both character and competency, as a means of building both the person’s future and the organization’s future. It is this second purpose especially that guides all feedback to be a positive experience.

Effective leaders develop a strong relationship with their team members in which it is clear that the leader has the best interests of the team member at heart. While we want to achieve the organization’s current objectives and we value the current contributions towards those objectives, we never lose sight of the value of the person and their longer-term potential. This vision for the person is not constrained within our organization but is viewed through the lens of what is best for this person.

This view or desire to play a role in the positive development of each team member becomes then the context in which we provide feedback. Of course, we want our team to work well together. Of course, we want the organization to accomplish its objectives. But, if we truly value the people that we lead, their personal development and ultimate success is viewed as equally, if not greater, in importance.

When a leader is guided by his/her value of people and desire for their development and success, this becomes a foundation for a strong relationship of mutual trust and respect. In such a relationship, the frequent communication that takes place continually reflects this desire. Feedback is just a part of this positive relationship and its ongoing communication. Naturally, affirmational feedback has a positive feel. But even when it necessary to say, “That behavior does not serve the team well and it does not serve you well”, such corrective feedback can and should be both given and received as a part of an effective leader’s desire and practice of developing a person.  While we may be pointing out actions or behaviors that should not be repeated, we are doing so out of a desire to help the team member grow or move in a direction that will benefit them personally in the future. If we have done our job of expressing our belief in the person and desire for their development, all feedback should be viewed as positive, in other words, in the best interest of both the feedback provider and the recipient.

Are you developing the kind of relationship that produces feedback that always feels positive?