Why do supervisors find it so difficult to provide honest feedback to their subordinates?

CMSgt Private RallyPoint Member — Sun, 20 Apr 2014 07:32:58 -0400

Response by TSgt Scott Hurley made Jun 1 at 2014 3:27 PM

TSgt Scott Hurley — Sun, 01 Jun 2014 15:27:23 -0400

Chief that is a good question to ask. I think what it really boils down too is the fact that not all the supervisors really know the troops the supervise. This is the eval system, the feedback, is a part of it. In some cases they think they know the troops and bam, the troop does something wrong, and somehow they get protected by the supervisor or the other way around, they slam them. So the first step is to know who you are supervising, not think you know them. That way there, the whole eval system will become better.

Response by Col Private RallyPoint Member made Jun 1 at 2014 3:50 PM

Col Private RallyPoint Member — Sun, 01 Jun 2014 15:50:39 -0400

IMHO, I think some supervisors have difficulty separating themselves from their subordinates as peers. Once you step over the threshold into management, you become a manager, not a peer. Some supervisors have a hard time making that transition, and would rather continue to be people pleasers. You can lead effectively without worrying about everyone liking you. In fact, my personal statement as a leader is, if I am pissing someone off, I must be doing my job.

Response by CMSgt Private RallyPoint Member made Jun 16 at 2014 9:05 AM

CMSgt Private RallyPoint Member — Mon, 16 Jun 2014 09:05:44 -0400

Few possibilities:
1. They've never had honest feedback given to themselves.

2. Good news is easy to deliver, but it's difficult to tell people what they are doing wrong. Especially, if they think they are doing a good job.

3. The importance of feedback has not been stressed by the member's chain.

4. They figure everyone gets a 5, so why bother.

Response by SPC Nicholas Anderson made Dec 23 at 2014 1:26 PM

SPC Nicholas Anderson — Tue, 23 Dec 2014 13:26:43 -0500

Fear of losing a 'friend' or not being the popular NCO (if speaking strictly military).

Response by SSgt Michael Bergen made Feb 12 at 2015 11:42 AM

SSgt Michael Bergen — Thu, 12 Feb 2015 11:42:24 -0500

I find theres a significant lack of objectivity in the rating assessment. I also firmly believe that it's a shame there isn't a real peer review done, or a board for evaluations. Standardize rating criteria, and you might find there's less "turd polishing".

Response by CPT Private RallyPoint Member made Feb 12 at 2015 11:54 AM

CPT Private RallyPoint Member — Thu, 12 Feb 2015 11:54:16 -0500

If they aren't providing feedback they are either lazy, scared of retribution, don't care, or are incompetent.

Response by GySgt Joe Strong made Feb 12 at 2015 1:15 PM

GySgt Joe Strong — Thu, 12 Feb 2015 13:15:51 -0500

Well, there is the simple fact that among all the other reasons given there are several big ones I haven't seen yet.
1) It takes more work to provide individualized feedback.
a) You actually have to know what the person does.
b) What they actually did.
c) How well they did it.
d) All of this in relation to their peers.
2) It takes some moral courage.
3) You have to have been on the receiving end of a good rater, preferably one who knew how to give you a positive, neutral, or negative no-shitter without affecting your relationship. IMHO, once you've been on the receiving end it's easier to learn how to do it. But just to develop from an idealized perspective seems much harder to me.
4) Frankly it's a skill set that few actually work at developing because the task is seen as an interruption of what the rater does, rather than an integral part of their developing of their subordinates, so they don't work at developing the skill.

Response by LTC Private RallyPoint Member made Feb 4 at 2020 10:44 AM

LTC Private RallyPoint Member — Tue, 04 Feb 2020 10:44:16 -0500

because their supervisors won't let them.... On several occasions I've had to redo counselings or NCOERs because my supervisor didn't like my honest assessment of my subordinates.

Response by Col Casey "Radio" G. made Feb 6 at 2020 9:09 PM

Col Casey "Radio" G. — Thu, 06 Feb 2020 21:09:37 -0500

I think the fear that prevents honest feedback is usually rooted in what Col Private RallyPoint Member, CMSgt Private RallyPoint Member, and SPC Nicholas Anderson have already described. It's human nature, and I've faced it myself in my leadership roles so far. That said, I do believe the solution is not in accepting the role as bad guy, but in recognizing this nagging desire for acceptance as a distraction. The damage caused by negative performance is usually to mission effectiveness or unit cohesion/morale. I've had the most success, personally, when I've managed to stand shoulder-to-shoulder (rather than nose-to-nose) with my subordinates and link their behavior to the operational outcomes we both passionately desire. It doesn't always free me from being the object of anger and resentment, but it does encourage a little more introspection when there's no adversary saying, "because I said so."