By Yannick Klein, MBA, ACC Certified Coach by ICF

Communicating feedback constructively to an employee or colleague—namely, highlighting an area for improvement—is an essential skill for any leader or manager to develop, as it is an important driver of both motivation and professional development. Like any leadership skill, delivering constructive feedback requires both method and tact, particularly in the context of cultural differences between France and Canada.

Why Give Constructive Feedback?

Without feedback, employees cannot gauge how their work is perceived by their supervisors, which can create anxiety, and they may struggle to identify specific skills they need to improve. They may also miss out on the sense of pride and self-esteem that comes with developing a new skill or becoming more proficient.

A leader who knows how to provide constructive feedback effectively might, for example, tell an employee that the tone they use when communicating can sometimes come across as overly directive, which may be preventing them from gaining the full cooperation of their colleagues. If the leader also supports the employee in developing their communication skills, they can increase both their motivation and potentially their self-esteem by encouraging their growth as an individual.

What Cultural Differences Should Be Considered Between France and Canada?

It is important to recognize that all types of personalities can be found in both France and Canada. However, as discussed during the Cultural Differences in Leadership event organized by the People and Culture Committee of the French Chamber of Commerce in Western Canada on June 4, French leaders are often more direct in their communication and generally more comfortable addressing difficult topics within their teams.

The risk for a leader who is too direct is that they may trigger a defensive reaction or create resistance, which can ultimately undermine the very purpose of the feedback.

In Canada, by contrast, people often place greater importance on harmony in relationships and may have a stronger aversion to conflict. This can make them less comfortable both giving and receiving constructive feedback.

Because Canadians tend to communicate less directly, they may sometimes avoid addressing an issue altogether or address it so vaguely that the message fails to achieve the desired outcome. When receiving feedback, someone who has lived in Canada for a long time may be more likely to experience discomfort or negative emotions if they are not accustomed to receiving direct feedback.

The following approach can help leaders develop their ability to provide constructive feedback by focusing on what they can control: how they deliver their message, while taking into account the people receiving it.

1. Create a Safe Environment

Creating a sense of safety for the person receiving feedback increases the likelihood that the message will be heard and accepted. Constructive feedback should therefore be delivered at an appropriate time, with dedicated time and no possibility of interruption, rather than in between clients or while dealing with other demands. It should also take place in a calm and confidential environment. A performance review, for example, can be a good opportunity to provide this type of feedback.

The likelihood that the person will receive the message positively is even greater when they regularly receive positive recognition at work and feel psychologically safe.

One effective way to create a sense of safety is to begin by asking the person for permission to give them feedback. This gives the recipient a degree of control and encourages them to actively engage in listening once they have agreed to receive the feedback.

It is also very important for a leader providing constructive feedback to examine their own intention before delivering the message. Repeatedly irritating behavior from an employee can easily cause an emotional leader to communicate with a moralizing or even threatening intention. However, this type of intention will almost invariably trigger a defensive response rather than openness.

By contrast, a positive and constructive intention that takes all parties into consideration encourages openness and gives meaning to the change required to develop a particular skill. Clearly communicating the positive intention behind the message can also reduce the risk of misinterpretation or a defensive reaction from the person concerned.

Finally, to minimize the risk of misunderstandings resulting from cultural differences between France and Canada, it is often best to acknowledge these differences explicitly and, once again, clarify the intention behind the feedback.

2. Communicate the Area for Improvement

Using expressions such as “I have the impression that…” helps soften the message and makes it clear that you are sharing a perspective rather than stating an absolute fact or certainty.

It is also useful to describe the problematic behavior based on specific facts and examples rather than relying on general concepts, interpretations, or judgments.

Finally, explaining the negative consequences of the behavior for the person receiving the feedback gives them a meaningful reason to consider making a change.

3. Give the Person Ownership

Once the message has been delivered, it is important to give control back to the person concerned by asking what they think.

If they agree that there is a need for improvement, the conversation should then shift into a collaborative mode, with the goal of finding a solution together.

Example

“Hi John, would you be open to receiving some feedback from me? My intention is really to help you take your performance to the next level. I have the impression that, at times, the tone you use with your colleagues can come across as a little too directive. For example, this morning, when you seemed overwhelmed, I felt that you were a little abrupt when you asked XXX to send you her final report, and ultimately, she still hasn’t done it. I have the impression that if you took a little more time to build a relationship with her and communicate your message, you would increase the chances of getting your request fulfilled. What do you think? Okay. How would you feel about working with a coach on this?”