Providing timely feedback important role of manager. (Entrepreneur's Notebook).

OFTEN, managers and their employees share different sides of the same complaint. Management complains that sub ordinates don't perform up to expectations, while subordinates say they aren't informed of what's expected of them. Management complains that subordinates have difficulty delivering quality results, while subordinates complain they aren't given the resources to deliver quality results.

Sound familiar? This happens in many organizations and in most cases each side blames the other. The reality is that although both sides are accountable, the responsibility ultimately rests in the hands of management, at least initially. Only when boundaries and expectations are cleary defined, can you as a leader shift that responsibility to the employee. The solution is to provide feedback that is delivered in a timely, effective and appropriate manner to all direct reports who are performing ers, performers, both above and below your expectations.

A few important distinctions should be made regarding employee feedback. Too often feedback is given only when someone does something wonderfully right or miserably wrong. However, feedback is a great tool to communicate effectively with all employees, whether they're high performers, marginal perform or those who probably don't belong in your department or organization at all.

Key communications

Feedback is most effective when it is used to deliver performance evaluations in a way that is non-judgmental and does not make the employee defensive. It should simply be the sharing of information with the goal of moving people towards action and improvement.

When is it appropriate to give feedback? Any time you want to improve the performance of your employees, give corrective guidance when people are making mistakes, let them know the consequences of their actions, or reward people for ajob well done.

Why give feedback? Remember, part of your role as a leader is to let people know how they are doing. If you don't tell people how they are doing, they will very likely assume that they are doing a good job, an assumption that can lead to trouble -- for them and your organization.

The following is a seven-step model of feedback delivery. Before starting this process, however, make sure the feedback is delivered in private and preferably on your turf. Be well prepared. Have notes prepared in advance of the meeting that cite specific examples of the behavior to be discussed.

* Once the employee is sitting with you, always state the purpose of your feedback.

* Describe specifically the problem as you see it.

* Describe your reactions.

* Give them an opportunity to respond.

When allowing employees to respond, you can expect one of three possible kinds of reaction: denial, justification or accountability. Should an employee respond with denial or justification, it is important that you just listen rather than rebut or defend your position. Although accountability is the preferred response, it often takes employees time to become confident that their job is not in jeopardy and that they can own up to misdeeds without reprisal.

Giving feedback, both positive and negative, on a regular basis builds an employee's trust in you and will help them to be more accountable in the future.

When they have finished their response proceed to Step 5.

* Offer specific suggestions for improvement. Be clear and direct in your suggestions. Be creative, too. Perhaps you can engage them in helping to solve the problem with you. Be empathetic yet flexible. The solution may require some change on your part.

* Summarize the conversation with them, restate the issue, reiterate possible solutions that were discussed, and most importantly offer your assistance, where possible, to get the problem solved. After all, the goal here is to solve the problem, improve performance and move on.

* Follow-up. At the close of the feedback session, let the employee know that either you or they need to initiate the next meeting to review their performance and/or behavior. Sixty to 90 days is just about enough time to have observed them and schedule a review session. The follow-up should be structured in a similar fashion to the first review session. Start by reviewing the previous feedback, followed by changes, if any, that you have observed and either praise for a job well done, or additional feedback with corrective actions.

This level of vigilance creates clearer lines of communications between you and your direct reports, and also clarifies expectations so each party knows what the other wants in precise terms.

Feedback is not an opportunity to blow off steam; it's meant to be constructive. Deliver the feedback in a timely fashion as close to an inciting event as possible. Try not to overwhelm people by giving them too much information. Stick with one or two issues at a time.

Also, for every piece of negative feedback, it pays to also give four pieces of positive feedback. It's a good morale-builder and will motivate people who want to improve. Finally, be open to asking for and receiving feedback from those who you report to. You may be surprised at what's on their mind. the end, feedback benefits everyone.

Stephen Xavier is the Managing Director of the cornerstone Executive Development Group LLC, a consulting firm specializing in Executive Coaching and Leadership Skills. He can be reached at [e-mail]

Entrepreneur's Notebook is a regular column contributed by EC2, The Annenberg Incubator Project, a center for multimedia and electronic communications at the University of Southern California. Contact James Klein at [phone] with feedback and topic suggestions.