Client: Hey there, I need your help. I’m getting pretty tired of managers coming to me only when things have been going wrong for what feels, to them, like forever. Then they’re completely lost about how to fix it. How do I make them understand that giving timely feedback and following up is their responsibility?
Consultant: We see this frequently. It’s like discovering your house has had termites for years, and now you’re wondering why your floor is sagging. It’s not a great place to be. But fear not! We can absolutely help your managers grasp the importance of timely feedback and follow-up, so they’re not stuck in panic mode, desperately trying to repair the damage. And, looking to you to solve the problem.
Client: Exactly! So how do I get them to realize they can’t just ignore things until it’s too late?
Consultant: We start by making sure they understand that managing a team is a bit like being a gardener. You can’t just plant seeds (or in this case, hire employees) and walk away, hoping everything will bloom perfectly. Gardens need regular attention—watering, weeding, pruning. If you skip the upkeep, you’re going to end up with a mess of overgrown weeds and dead flowers. It’s the same with managing people. If managers don’t give feedback when it’s needed and follow up to ensure improvements are made, they’re setting themselves—and their team—up for a disaster.
Client: That makes sense. But what’s the best way to explain this to them without sounding like I’m nagging?
Consultant: Good question! You definitely don’t want to come off like the HR version of a broken record. Let’s take a friendly, yet firm, approach. You could start by sharing some real-world examples—anonymously, of course—of situations where problems festered because feedback was delayed. You might say something like, “Remember that project where everything blew up at the last minute? If someone had stepped in earlier with some constructive feedback, we could’ve avoided that crisis.” Real-life stories tend to resonate much more than abstract concepts.
Client: But what if they push back and say they’re too busy, or they didn’t want to hurt anyone’s feelings?
Consultant: “I’m too busy,” and “I didn’t want to hurt their feelings,” are two of the biggest culprits behind the “forever problem.” Here’s what you can tell them:
First, about the “I’m too busy” excuse—managing people is their job. It’s not an extra task on top of their work; it *is* their work. If they’re too busy to give feedback, they’re too busy to manage. And that’s a manager performance problem. Without feedback, small issues turn into big ones, and those big ones take even more time and energy to fix later. So really, by not giving timely feedback, they’re creating more work for themselves down the road.
As for the “I didn’t want to hurt their feelings” excuse—remind them that giving feedback doesn’t have to be painful. It’s all about the delivery. If they approach it as an opportunity to help someone improve, rather than as criticism, it can be a positive experience. You might say, “Feedback isn’t about pointing out flaws; it’s about guiding someone to be their best. Think of it as coaching rather than criticizing.” That way, they’ll see it as an investment in their team’s growth rather than an uncomfortable confrontation.
Client: Okay, but what if they just don’t see the urgency? Like, they know something’s wrong, but they think it’ll sort itself out eventually?
Consultant: That’s a risky game to play. Waiting for problems to fix themselves is like hoping a flat tire will reinflate on its own—it’s just not going to happen. One thing that can really drive this point home is data. Encourage your managers to track issues as soon as they arise. If they see a pattern—like consistently missed deadlines or repeated mistakes—they’ll realize these aren’t one-off incidents but signs of a deeper issue that needs addressing. Show them that the longer they wait, the more these small problems will compound, making it harder to solve later on.
Client: So, how do I get them to actually follow up after giving feedback? That seems to be another sticking point.
Consultant: Follow-up is where the magic happens—or where everything falls apart if it’s neglected. You can tell your managers that feedback without follow-up is like giving someone a map but not checking to see if they actually found their way. It’s essential to circle back and see if the changes have been made and if the person needs more support. This doesn’t have to be a long, drawn-out process—sometimes a quick check-in is all that’s needed. It’s also important to remember follow-up is for the purpose of praise and continued support.
You might say, “Following up shows you care about the person’s success and the team’s overall performance. It’s like putting the final coat of paint on a project—it’s what makes everything come together.” And if they’re worried about micromanaging, reassure them that follow-up isn’t about hovering; it’s about making sure the job gets done well. It’s the difference between driving a car with occasional check-ups and driving until it breaks down on the side of the road.
Client: That’s a great analogy. But how do I make this a habit for them, not just a one-time thing?
Consultant: Building habits is all about consistency. Encourage your managers to make feedback and follow-up part of their regular routine. One way to do this is by setting reminders—either in their calendar or through whatever project management tools you’re using. Suggest they set aside a little time each week specifically for check-ins and follow-ups. Even 15 minutes can make a big difference.
Another tip is to lead by example. If you’re regularly giving feedback and following up, they’ll see it in action and be more likely to do it themselves. You can also make it a part of their performance reviews—assessing how well they’re giving feedback and following up with their team. That way, they’ll see it’s not just a nice-to-have, but a critical part of their role.
Client: That’s helpful. But what if someone still doesn’t get it and keeps letting things slide?
Consultant: If someone is consistently dropping the ball, it might be time for some tough love. Sit down with them and explain the impact their inaction is having—not just on the team, but on the company as a whole. Sometimes people need to see the bigger picture to understand why this matters. You might say, “When you don’t address issues right away, it affects not just your team’s performance, but the whole department’s productivity. We need everyone pulling their weight to keep things running smoothly.”
If they’re still not getting it, it may be time to consider whether they’re really suited for a managerial role. Some people are great individual contributors and struggle with the responsibilities of management. It’s better to address this sooner rather than later, for everyone’s sake.
Client: I really appreciate these insights. I think I have a better handle on how to approach this with my managers. Any final words of wisdom?*
Consultant: Just this: feedback and follow-up are a gift. By making them a priority, your managers will not only prevent problems from spiraling out of control, they’ll also build stronger, more capable teams. And when that happens, you’ll hear a lot less about problems that have been going on “forever.”
So, encourage your managers to embrace their role as feedback champions. A little timely intervention can save a world of headaches down the road. And hey, if they ever need a reminder, just tell them: “Don’t let forever be the enemy of now.”
We are here to help anytime. Thanks for the conversation.