In teams that include people from different generations, races, genders, sexual orientations, cultures, religions, giving feedback is more complex than usual. What is accepted as constructive feedback in one culture may be considered destructive in another. Navigating these deep waters means that managers must be careful when and how they give their feedback to their diverse team members.
Cultural differences
If the culture in most European countries allows one to say exactly where an employee went wrong and offer options to improve her/his behavior, in the United States the opposite is accepted. There, giving negative feedback is downplayed by using mitigating words such as “a little”, “partly” or “maybe”. Directly sharing negative feedback is perceived as an attack and does not lead to constructive results.
Gender differences
Women in managerial positions risk being perceived as assertive when giving negative feedback. This happens because of stereotypes that women should be caring towards everyone. When in the role of receiving feedback, women receive fewer comments than men, and the feedback they do receive is less likely to be constructive and more likely to be critical and vague.
In the workplace, women are more likely to be the victims of “mansplaining”, a phenomenon that occurs when a man tries to explain something to a woman in a condescending way that implies she has no knowledge of the subject. Women are also 5 times more likely than men to receive “Mansplaining”, an unsolicited opinion or advice.
Four generations together
Four generations are now together in the workplace. Each has its own preferences for the frequency and manner of receiving feedback. The generation called “Boomers,” who are currently between the ages of 60 and 70, are used to and prefer annual evaluations. Generation Xers expect to receive feedback immediately. Millennials expect to receive frequent recognition for a job well done. An employee who has received recognition is 63% more likely to stay in their job for the next three to six months, while 65% of employees who have not received an incentive may look for another job. Generation Z relies on frequent, real-time feedback.
Each generation has its own idea of who should give feedback and when. Fostering understanding and collaboration across generations will be critical for organizations to thrive in today’s workforce.
