All feedback is good, but not all feedback is positive. We’re often subject to negative feedback at work for different scenarios such as missing a performance target set by the organization or developing a high-end product idea that flopped after testing.

Regardless of the reason, accepting negative feedback can be difficult—especially if there is pressure across the board to perform in the face of perpetual downsizing, outsourcing, or consolidation.

It can be even harder if you’re just starting out. It’s easy to take the feedback as a personal affront. But nothing could be farther from the truth. Performance feedback isn’t meant to insult or demean, it’s an attempt to rehabilitate.

Think about it, why would your supervisor take the time to talk it out if they’d already given up on you? Because motivating a team also means holding team members accountable for what’s not working. Receiving feedback is a chance to improve and better support those around us.

So next time you’re called into the boss’ office for feedback, consider these four steps below:

1. Detach – Remember that it’s not personal

The first step is to detach, emotionally that is. Before the conversation starts, remind yourself that this feedback is based on job performance and factors that include objective data. It has nothing to do with how nice you are, how fun you are around the office, or how you live your life away from work.

Your supervisor is trying to do their job as well as you’ve been trying to do yours. They feel that talking to you now is vital for your own well-being as a team member and for the team as a whole. If there’s something you’re doing that needs to be better, they have a responsibility to everyone on the team to tell you—and early enough so you can address it and make the end result better for everyone.

“I think it’s very important to have a feedback loop, where you’re constantly thinking about what you’ve done and how you could be doing it better.” – Elon Musk

2. Information – Focus on the data

Your supervisor’s description of your performance should be specific and actionable, so listen first and take careful notes as you pick up on themes. The earlier you try to respond, the more likely you will appear defensive and only out to present your ‘side’.

If you focus on listening and taking down what observations they have, you are more likely to capture what needs improvement. If you’re focused on improving those things, you’ll ultimately grow and be successful in supporting the organization and remaining an asset to those around you.

3. Vision – Create an image of what improvement looks like

The conversation is over. You’ve left the office and are back in your workspace. Review your notes and think about what your supervisor said. It’s time to work on the counter-image—what does improvement look like? This is an exercise in setting and realizing a vision.

Imagine what it looks like for the opposite of the feedback to be true. Don’t think about the steps to get there yet. Focus on ‘winning’ the situation, accounting for each observation your supervisor provided and experiencing success. Develop a narrative that you can see the same way you can watch a television series play out.

Got the image? Now plan your steps, in reverse from the vision you have to the moment you find yourself in now. You must have a vision of where you’ll end up before you can plan the steps to get there, otherwise you’ll set out on a path that leads nowhere—and therefore never ends.

“Try not to become a man of success, but rather try to become a man of value.” – Albert Einstein

4. Empathize – Put yourself in the shoes of those around you

This is the most important step. Your supervisor felt it was the best thing for you and the team to tell you where you fell short and afford you a golden opportunity to do better. The truth is the conversation was likely as difficult for them as it was for you. Having to tell a teammate they’re not meeting standards can eat away at a manager, and is challenging because they must now consider what happens if you’re unable to improve.

You both have the organization’s best interest in mind. Feel what it’s like from their side, what it takes to manage the team and support everyone while meeting performance milestones set by senior leadership. Then think about the team around you.

What are they hoping to see from you? What can you do to help them focus elsewhere in the organization where there’s more work to be done? If you can push the envelope of improvement and get your team moving forward, it allows others to worry about the bigger problems ahead that will take everyone’s effort to solve.

Feedback is a tool for improvement, for yourself and those around you. If you’re receptive, you’ll engender trust and remain as an asset to the organization. That goes for managers, too.

Feedback is a two-way street, so if you’re that supervisor, remember to solicit feedback from your employees on a regular basis and rely on these same four steps to improve and look positively to the future.

How do you deal with handling negative feedback? Let us know your tips for others!

Image courtesy of Twenty20.com