Use Feedback to Prevent the Risk of “Malpractice” as a Leader
Updated: Nov 3
Research points to lowered risks with feedback Very interesting research can point to prevention of this risk and it is particularly relevant for leaders who choose to offer honest feedback.
Studies have shown that “ordinary” physicians who communicate frequently, show respect for patients, and admit their own mistakes are sued far less than highly-trained specialists who remain distant. Likewise, production supervisors who communicate frequently, show empathy with workers on the job, and welcome injured employees back (on a modified-duty basis) prevent workers-compensation lawsuits that standoffish, silent managers unwittingly incur.
Likewise, any manager who coaches people frequently in an honest but supportive way is less likely to bring on a wrongful-termination lawsuit than managers who decide to fire someone without having ever offered constructive feedback.
Even if an employee fails to improve, they have received tons of feedback messages all year about what is expected. If one of your team members sees that they’re not a good match for the role, they are likely to take it upon themselves to look elsewhere.
In the rare circumstance that you must place an employee on a disciplinary program that may end in separation from the company, it is certain that you will need to collect documentation. But the everyday-feedback process, with its frequent feedback loops, will help you accomplish that more easily.
What’s not to like about feedback? It’s better for getting the work done, better for the employee, and has the added benefit of preventing legal risks!
Read The Feedback Imperative for more information on how to give great feedback!