I admit it. I’m kinda hooked on American Idol. I never imagined I’d end up watching it, let alone writing about it in a business-oriented newsletter. I guess stranger things have happened.

There are many lessons to glean from this astonishingly popular U.S. television show, in which aspiring professional singers vie for the admiration of Idol’s panel of judges and the votes of millions of viewers. One particularly relevant business lesson relates to the dos and don’ts of delivering performance feedback.

The ultimate goal of performance feedback is to inspire positive, sustainable change in individual behavior. Key words here are "inspire," "positive," and "sustainable." One of Idol’s judges consistently offers stunning examples of feedback that is disparaging at worst, and ineffective at best. Those who watch the show know that I am referring to none other than … Simon.

Simon is the most acrimonious judge on the panel. Earlier this spring, when there were still a few men left in the competition, he delivered the usual Simon feedback fare to a very young man who had just admirably tackled an old standard. Here’s what Simon had to say:

"Well, you’ve certainly proven one thing tonight: You have absolutely no charisma."

That was it. The poor guy was left sitting on the stage fumbling for words (like countless singers before him). He simply nodded at Simon and uttered an unconvincing "thank you.

To be fair to Simon (and balanced in my own criticism), there are some aspects of his approach that are very effective. In TV land, Simon’s delivery definitely has entertainment value. It’s also direct, brief, and crystal clear. Contestants are left with no doubt when their performance is less than stellar. On the downside, it isn’t at all helpful. And while it may temporarily motivate the ones who aren’t completely demoralized to "show" Simon a thing or two, the results aren’t likely to last, and the relationship with Simon – a potentially invaluable mentor and guide – is forever compromised. Simply put, Simon’s approach is wasteful.

In the corporate world, the goal is sustainable results, not entertainment. We aren’t trying to pare our staff down to one idol-worthy individual; we’re trying to build an organization of competent, dedicated employees. Voting someone out of the organization at the first signs of a shaky performance isn’t usually our most prudent option. And yet more often than we care to admit, we fall into the trap of Simon-like feedback. It happens when we can’t find the time, energy, patience, or words to do it differently. Happily, there are ways to get better results without paying the price of wasted time and energy, compromised relationships, and lost dignity.

The most effective performance feedback inspires positive, sustainable change without unnecessary cost. Like Simon’s feedback, it’s straightforward, clear, and honest. Unlike Simon’s feedback, it’s helpful, balanced, and yields lasting results by building people up instead of tearing them down.

Here are the five essential steps to delivering feedback that inspires positive, sustainable change:

Step 1: Start with something "positively relevant." This is my catch phrase for positive in nature and relevant to the business. Because it’s easier to build on our strengths than compensate for our weaknesses, we benefit most by knowing what to do more of. A key here is to focus on a trait or behavior that has clear business impact.

"Something I really appreciate about your work is the attention you pay to detail. This is especially important in our business given the fact that quality is a real differentiator for us in this market."

Step 2: Ask for a reaction. Check to be sure they heard you and give them time to take in what you have said. You can do this either with silence (the more challenging path for most of us) or with a question ("Any reactions?") Be quiet while they respond. Prove you are listening with verbal and nonverbal cues.

"It sounds like you are proud of how you have grown in this area." Or, "It seems difficult for you to accept this as a strength. Let me reiterate how important it is to our business …"

Step 3: Ask what opportunities they see for improvement. Chances are they already know what they can do to improve, and it’s infinitely better for the observations to come from them – it makes your job easier and they take more ownership for it. Once again, be quiet while you get what you asked for. Resist the temptation to "pile it on" by emphasizing or adding to what they are listing about their weaker areas. Reiterate what you hear them say once they have finished.

"It sounds like you feel challenged to meet our quality standards within the stated deadlines. I’m hearing this has been a real source of frustration for you."

Step 4: Add your perspective. Share what you see. Confirm or clarify their views. Add facts to the conversation to make it concrete. And clearly state the business impact of the performance issue.

"I also see timely completion as a challenge for you. Your work on the ABC project came in two days late, and the XYZ project was turned in 3 days after the deadline we agreed to. This created a problem for our Production Department, who relies on our timely hand-offs. Ultimately, the risk is late delivery to the customer. Both quality and timeliness are essential to maintaining our market share."

Step 5: Offer specific suggestions for improvement, along with your support. Imagine a Little League player who is coached to avoid striking out when it’s her turn at bat. ("Whatever you do, Janie, don’t strike out. Don’t strike out!") Now imagine how much more helpful it is for Janie to be coached on what to do, rather than what not to do. ("Choke up on the bat, Janie. That’s it, choke up on the bat!") We’d use the more effective approach with our kids, so why not with our staff? Help them focus on what to do differently, rather than reiterate what failure looks like. Explore all the possibilities for getting to the end result, and engage them in the process of choosing the best remedy. Finally, offer your support as they work to change for the better.

"My goal is to help you improve your delivery speed while maintaining your exceptional quality standards … I have some ideas … Let’s decide what’s going to work best and how I can support you in making this change…"

Don’t forget to identify measurable goals and a specific time for follow-up before you close your conversation.

Pressed for time? Skip Steps 2 and 3. Start with something "positively relevant," then add your perspective, and offer specific suggestions for improvement. It’s not quite as effective as the five-step approach, but it sure beats the Simon Method. Unless, of course, you are going for shock or entertainment value. But if what you want is business value, and sustainable change, then use the five steps every time you see an opportunity to close the gap between performance and potential. Your employees will thank you. Your organization will grow stronger. And your customers will cast their votes your way when it’s time for them to judge the best overall performance.