How Can Nonprofits Balance Positive and Negative Feedback?
When you sit down with your supervisor for your annual review or evaluation, it can go one of two ways.
When your supervisor spends more time on areas that “need improvement”, you may walk out of her office feeling defeated.
And how do you feel when you receive a glowing review? Pretty happy. Makes you feel like you’re excelling.
If you care about what you do, you welcome praise as well as recommendations for how to improve. Too much positive and you don’t feel the need to grow. If you’ve ever asked about things that you can improve of, and you don’t receive much of a response because everything is going well, how do you feel?
I’ve had my fair share of working with executive directors and program directors who only wanted me to focus on positive outcomes. And it makes me suspicious.
Of course, you want the people invested in what you’re doing to be happy. These people—the stakeholders—can range from anyone that is impacted directly on indirectly by the programs, services, or initiatives you’ve created for them.
Stakeholders want to see what’s going well. What’s going well can mean more media, more opportunities and more funding. “Negative” findings (and I use quotation marks because negative is subjective) can also lead to more media, and a lot of nonprofits fear this. Negative findings can give the impression that things are worse off than they really are.
But too much of the positive can give the impression that nothing needs to change. Let’s face it: Some nonprofits are out here designing surveys, in-depth interviews, and focus group questions that are so biased that one can’t expect anything but positive results. And that’s not valuable either.
How can positive findings give your staff the credit they deserve, and how can you address “negative” findings in a way that allows for your stakeholders to see opportunities?