Fight for Feedback Published May 30, 2013 By Col. Susan Jano 9th Medical Group commander BEALE AIR FORCE BASE, Calif. -- One of the most important things that a supervisor can do for a subordinate is to provide honest feedback. It is much easier to give positive feedback because both the supervisor and the subordinate feel good about the conversation, and many times it is done publicly. It is much more difficult to provide critical feedback. Many people choose to avoid conflict whenever possible. It is often thought that the problem will just get better on its own. Rather than stir up trouble in the workplace, it's easier to just tell someone they're doing fine and to make excuses for their performance issues. However, not holding people accountable hurts both the individual and the organization. As a supervisor, it is your responsibility to clearly set your expectations during the initial feedback session. Do not take the easy path and simply mark "not applicable." This is the time when you communicate your expectations. Expectations should be a step above meeting a standard because after all, meeting standards should be a condition of employment. Take a look at AFI 36-2618, and tailor your feedback form to identify characteristics of good performance. As a supervisor, you can expect certain behaviors from Airmen, NCOs, senior NCOs, company grade officers and field grade officers regardless of their specific duties. Identify expectations for things like: timeliness, military bearing, training currency, respect for authority, fitness, core values, dress and appearance, Community College of the Air Force degrees, professional military education, wingman responsibilities, involvement in professional organizations, recognizing top performers, holding subordinates accountable. By keeping a standard document for each rank category listed above, you will be better prepared to make the initial feedback session a value-added event. As you continue to develop as a leader, tweak your standard document to reflect your expectations as they continue to evolve. In Laura Liswood's book "The Loudest Duck," she writes that people tend to give less critical feedback to people who are not like them. For instance, if the supervisor and the subordinate are of different genders or different ethnic groups, the supervisor may withhold critical feedback to avoid a complaint. Over time, a performance gap appears between those who receive critical feedback and those who do not. Although it might be easier for the supervisor to avoid a difficult conversation in the short term, over the long term it will adversely impact the subordinate's development. Each and every one of us has something we can improve upon. If your supervisor does not offer any critical feedback, ask for it. It will help you develop as a professional Airman, and in turn, give you the skills you need to better contribute to your organization.