Jim* comes to see me because he doesn’t know how to approach his next appraisal interview with Simon*: “Simon does good work, but I often have to pull him up on not being very well organised.” How can Jim stay constructive during the interview?

Recent neurological studies have shown that the brain sees negative feedback as a threat and it therefore goes into defensive mode, focusing on survival and putting its cognitive and emotional faculties on hold.

Every human’s brain is unique, each with denser synaptic connections in some areas than in others. But our greatest potential for learning lies in those dense areas: we learn more while also continuing to develop things we already do well.

Of course Jim will have to raise the subject of Simon’s lack of organisation, but this discussion risks solving a problem without creating the conditions for Simon to be able to take things a step further. However, if Jim and Simon focus their attention on what Simon already does well, this could build on his potential for learning and improve his skills. He will be more receptive and more creative, and will perform better in the long term.

In sport, for example, some football teams have understood the issue: instead of spending too long analysing the errors players have made during their matches, they focus on the strong points: “There, look, your pass was decisive and allowed the team to score a goal. That’s what you must learn to reproduce in future; that’s how we’ll be able to win!” In the same way, at work, focus on what is already working: “Your negotiations for this purchase allowed us to get the equipment sooner and at a better price. Carefully analyse what you did and how you can do the same again in the future, then you’ll become even more efficient!”

So, during your next appraisal interview, whether you’re the supervisor or the supervisee, try to discuss the strong points as much as the areas for improvement. Your potential for development and learning can be found in the qualities that you already have. Devote plenty of time to this, since it will put you on the road to success and allow you to achieve your objectives.

*Names have been changed

Note: this post was inspired by the article entitled “The debate about feedback at work isn’t new”, which appeared in the March-April 2019 issue of the Harvard Business Review.

Pierre Gildemyn

If you’d like to comment on any of my articles or suggest a topic that I could write about, please don’t hesitate to e-mail me at Ombuds@cern.ch.