Editor’s note: This is Web-only bonus coverage from “Getting and Giving Feedback” in the August 2010 issue of Credit Union Management.

At the inaugural CUES International Leadership Academy at Florida International University in Miami, April 12-15, Professor Juan I. Sanchez, Ph.D., said, “Employers and employees do not like to give or receive negative feedback” and this tendency leads to a dangerous spiral. One way managers can stop the spiral is by using the following list of questions that Sanchez provided.

Ask the employee to answer yes or no to a series of questions that correspond to four areas.

Expectations

Are the employee’s performance expectations clear and accurate?

Are performance expectations realistic?

Is the employee clear about his/her level of autonomy?

Is the employee aware of performance consequences?

Feedback

Does the employee know when he or she has performed correctly or incorrectly?

Is there a delay between performance and feedback?

Is the feedback diagnostic so the employee can correct the problem?

Is the feedback ambiguous or unclear?

Consequences

Is positive performance punishing?

Is nonperformance rewarding?

Does performance matter?

Support

Are working conditions reasonable?

Is clerical support available?

Is there unnecessary “red tape”?

Are tools available and properly working?

Is poor co-worker performance affecting the employee?

Is the manager’s style and level of support adequate?