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Brain Circuits
Positive versus negative feedback
Giving appropriate feedback is not a one-size-fits-all thing – getting it right depends on to whom you are giving it rather than how.
Different kinds of feedback
When it comes to knowing what kind of feedback to give someone, it’s easy to assume that positive feedback is generally more effective than negative. But that doesn’t hold good in every leadership scenario – of course, you want to give positive encouragement wherever possible, but you also need to advise on how to improve. However you present this, it comes under the heading of negative feedback.
Compelling research by Finkelstein and Fischbach shows that the answer to the question depends on the level of expertise of the person to whom you’re giving feedback and that this comes down to a question of motivation (in the jargon of management science, the motivation of goal pursuit), and adherence to goals.
When negative feedback works better
If you are giving feedback to someone who is an expert – or at least extremely proficient at what they do – they’re already at a level where they feel confident in themselves and their work product. They know they’re on the right track. Experts are concerned with monitoring their progress toward the goal at hand and are more likely to adhere to that goal after receiving negative feedback; a dynamic known as balancing.
In this scenario, giving negative feedback is more motivating to the individual because it helps them to know to improve their skills and get themselves to the next level.
When positive feedback is called for
Conversely, with new and inexperienced employees (who may lack self-confidence and may not even know if they should be working in this domain), positive encouragements is required.
Novices are concerned with evaluating their commitment to and progress towards achieving goals – and they are more likely to adhere to the goal if they are given positive feedback, a dynamic known as highlighting.
For them, positive reinforcement is more motivating than negative feedback, which runs the risk of being perceived as personal (rather than professional) criticism. They need to know they’re doing something well and heading in the right direction.
Key takeaway
All leaders need to be mindful of the sensitivities of the individual to whom they are giving feedback, but the next time you find yourself wondering what kind of feedback you should give someone think about the level of expertise of the individual concerned and what is most likely to motivate.
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