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The Do’s and Don’ts of Giving Feedback
by: Inez Ng
Copyright 2005 Inez Ng

Being able to give effective feedback is not just a good skill to possess in business, it is a great life skill to have. Because when you are masterful at giving feedback, not only can you help your employees to sustain continuously improving performance, you can also improve the performance of the baseball team you coach, the cleaning lady at home, or the performance of your own children on completing their chores. Any person’s performance in any activity can be positively impacted by effective feedback. Isn’t that a powerful skill to have? Wouldn’t you want to be a master at giving really useful and impactful feedback?

The good news is that it is not difficult to be good at giving feedback. It does take some effort and practice. But it is definitely a skill that can be learned. So, to get you started, here are the Do’s and Don’ts of giving feedback.

Let’s start with the Do’s:

Be Timely: in order for feedback to be effective, you need to act quickly. If months have gone by before you bring up an incident, the person receiving the feedback will interpret your delay to imply that it couldn’t have been that important, and the effect of the feedback is greatly diminished.

Be Specific: talk about your feedback in very direct and specific terms (“I noticed there were several calculation errors in last month’s report”). If you are vague (“your work is unacceptable”), how can you get the message across? Focus on the action and the results. Be very factual in your discussion.

Be Open and Offer Suggestions: if the objective of your feedback discussion is to produce an improvement of performance, then come equipped with suggestions (again be specific) on what the person can do to affect that change. Be open to their perspective and be willing to discuss how they see that situation. Enroll them in coming up with a solution that they can buy into. If you don’t get buy-in, change will not happen.

Create the right environment: feedback is best done in person, and in a private setting. In a business setting, arrange a time and place for your discussion. Don’t just catch people on the fly and throw a few comments their way as they are heading down the hallway and expect your comments to have any impact.

Check for understanding and buy-in: if the feedback discussion is about a performance issue, make sure you check-in on how your comments have landed with the person. Establish some sort of accountability to verify their buy-in. For example, if you have an employee who constantly misses deadlines. During the discussion, ask for a commitment that he will meet all deadlines for the next quarter. Make sure that the commitment is specific, and not something vague like: “I’ll do a better job of meeting deadlines next quarter.”


And now for the Don’ts:

Don’t Make it personal: there is a difference between giving feedback and criticizing. Do not make it personal. Don’t interpret actions (showing up late) and pass judgment on the person (he is slacker and isn’t truly dedicated to this job). Criticism destroys relationships. If your employee feels like he is being attacked, he is not going to be very open to hear what you have to say, he will immediately become defensive, and your job becomes much harder. Focus the discussion on the action, not the person. Make your employee feel that he is being supported, even if his performance is not up to standard.

Don’t Only give feedback when there’s a problem: if you’re their leader, people need to know where they stand with you. If you have a great employee who always exceeds your expectations, take the time to give him just as much feedback as your biggest challenge. As a matter of fact, make it a point to give more positive feedback comments than “constructive” ones with every person. You’ll be amazed at how much more motivated your employees will become with consistent positive reinforcement.

Don’t Address multiple issues in one discussion: your employee will go into overload and you will lose the impact of the discussion. If there are multiple issues, have different discussions and just concentrate on addressing them one at a time.

So there you have it, a short list of Do’s and Don’ts you can apply to whatever feedback you need to give. Remember, most people, even your rebellious teenager, want to do a good job and to please. They do need some clues as to how they are doing and what they need to change. So master the art of feedback and you can really help each other.


About the author:
ABOUT THE AUTHOR: Leadership Coach Inez Ng works with professionals and entrepreneurs to produce positive results quickly. While focusing on specific areas, her coaching positively impacts all areas of her clients’ lives. Learn more about coaching with Inez at http://www.RealizationsUnltd.com Needhelp managing your avalanche of emails? Check out http://www.easyemailstrategies.com


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Business Plans - What Do They Include?
 by: Kevin Erickson

Ok... so you've finally reached that stage in the development of your home business to get started. You've done the research, you have a game plan and you're ready to go except for one small detail... you need money. Whether it comes from a loan or from investors it doesn't matter but you need a good dose of seed money to put all your hard work and planning into action. However, regardless of who hears your money pitch before they give you a dime they will want see your business plan.

Business Plan - What Is It?

A good way to think of a business plan is that's it's a document that provide answers to the type of questions anyone who may provide financing would like to know about your home business. You will not get outside funding without one, because the people giving you the funding will insist on one because it helps them to know that you’ve thought through what you’re proposing to do. A business plan says to them... "I’ve considered this from every angle, and here’s what I’ve come up with".

Business Plan - What Does It Include?

What is your product or service? This is the first question every business plan should answer. You must explain in the clear, concise language what in the world you plan to produce or what service you plan to provide. You will also want to include why you've chosen this particular product or service.

Who are Your Customers? After you've explained your product or service, the next step is to identify who you plan to sell your product or service too and why. The demographics (age, sex, language, country, state or city, income, etc.) You need to clearly identify your customers in order to properly target your advertising, packaging, pricing, et.

What Makes You Different? You need to identify the "primary factors" that will make your business different than other businesses you'll be competing with. What niche are you filling that they are not or what do you plan to do to fill a particular void in the market that you've identified?

What are Your Expenses? Your start-up expenses include any equipment that you need before you can get up-and-running, while your day-to-day expenses are staff costs and supplies.

Following is a Simplified Example of Business Plan

This a a simplified and shortened version of a business plan. In the real world... each one of the following sections would be 1 - 2 pages in length. That being said... in most instances it's better to be as brief as possible. Only add information if your potential backers request it. It's a bad idea to go into too much detail in your plan. You’re not trying to explain everything down to the nth detail, just the basics of the business and why they should give you the money you need to launch it. And always focus on profit.

Catering Plus

Nature of Business: The business will be a home-based catering company, producing luxury food for special occasions such as birthdays and weddings. We will provide a comprehensive catering service, while specializing in high end customized cakes, which have a higher profit margin than other foods.

Target Market: Our catering business will be aimed at middle-class customers who desire a top-of-the-line catering but must operate on a budget. Our initial market area will consist of Mytown and the affluent area of Theretown.

Key Factors: We will only use commerical grade ingredients purchased from wholesalers and provide top quality design and service. This will allow us to provide food that looks tastes great, while keeping costs as low as possible.

Expenses: Beause I will be using my kitchen and making the food myself, there are only two real expenses: The purchase of an industrial grade mixer and then the day-to-day cost of supplies. I've attached a suppliers’ letter listing prices. Our research has shown that this supplier offers the best value for start-ups.

To wrap it up, you should include a breakdown of both projected profit and loss per month (in graph form)for the first year in business. Show one-time and day-to-day expenses versus projected profit to indicate how you will pay-off your loan. Your business plan should show you making enough of a profit each month to live on – if it doesn’t, then it may be considered unfeasible.

Study a Few Real-World Business Plans

The best way to get a real a feel for the dos and do nots of a business plans is to find real-world plans that have already been approved and study them. A good place to start is the internet. Once you’ve studied a few, you will get a better feel for how much work will be involved in putting your business plan together. Remember, until your business exists for real, the business plan is the only tool you have to sell prospective backers on how great your business is going to be



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