subject: How to give feedback easily and effectively [print this page] The objective of Feedback is to give someone another perspective on what has occurred so that they can choose to act differently or not.
Feedback is different from telling someone you want them to do something differently. If you specifically want them to do something differently then tell them what it is. That's not giving feedback its giving direction.
Similarly "Here's your performance review. Call me if you have any questions" does not qualify as feedback either. Because it does not meet the common components for giving feedback which I'm about to outline with you.
But before we go into that, it's important to give feedback with a clear intention in mind. What do you hope to achieve? Are you speaking for their benefit or so that your ego feels good?
A Coach always has the staff's best interests in mind. The objective of your feedback is to give them a different perspective so that they can consider it and then decide what course of action to take.
Having said that, how do you think you'll feel about yourself if you suddenly find you have the skills to help staff start seeing things from a different perspective and as a result, you see them changing their behaviour, developing their own potential, having the courage to try new solutions?
Imagine the feeling you'll get when someone with low confidence, tells you that because of what you said, they had the courage to try something new.
OK, now we are getting somewhere. Clarify what's really in this for you. It will give you the energy to do it.
Best feedback
So now that you have a reason to change your approach, here are some guidelines to follow:
Ideally great feedback includes a give and take dialogue
It should be personally relevant
It should be based on information not hearsay - "what I see is" etc
You ask permission first: "Would you like some feedback from me?"
You invite them to offer their own opinion
Feedback focuses on skills not personality
It balances negatives and positives
It suggests practical steps
It offers support as they move forward
There are 4 Feedback Models that we cover in Module 6 of our in-depth on-line Coach Training for Managers. We go through each one in-depth and we teach managers how to use each one in the appropriate situation. Not all of them meet all the criteria but each is powerful when used in the right scenario.
The first is the A.I.D. model great for more directive one way feedback
1. A.I.D. (One-Way Model)
A= Actions - State the persons actions. What's being done well or poorly?
I=Impact - State the impact the action has had on the team or the project.
D= Desired outcome - State what you would ideally like to see occur.
Roll all three steps together and you have some powerful constructive feedback.
"Daniel, I noticed you did a really excellent job on that report last week. It was well written, clearly explained the issues and set out some great alternatives for us to consider. Everyone clearly understands where we stand and what we have to do next. Well done. I'd like to consider using your skills for other report writing in the future if that interests you."
"Greg, I was quite disappointed with the report you wrote. It was difficult to follow, and did not clearly explain the issues or alternatives for us to consider. No-one understands the urgency or the actions require. .Greg, I'm going to have to ask you to write the report again, clearly summarizing the issues and the alternatives we discussed. I'll need it by tomorrow night please."
The problem with this Model is that when you walk away you don't actually know how either staff feels about what has been said. You haven't given them the chance to give their opinion or state how they see the issue. You don't actually know what they think at all or what impact you have had. This is a one-way model. Be careful not to make the situation worse by causing resentment.
A coach's objective is that staff walk away feeling empowered and enthusiastic to do better as a result of the feedback, not feeling "told off" and rejected. That's why excellent feedback ideally needs to be interactive.
There are a number of Models you can use including the following:
2. I Feel, Because, and I would like - (One-way Model)
This is also a one way Model. It's a powerful and proactive way to give a peer or superior your feedback about how you are personally feeling about something. Its specific, it's honest and it's proactive in its request. You say how you feel, why you feel that way and what you would like to see occur..Be specific.
3. The Feedback Sandwich (Interactive Model)
There's a good change you have come across this Positive, Negative, Positive Model. It's a bit out moded and we have something better for you but you do need to be familiar with this one. Be careful. As soon as you give the positive compliment at the start, staff will possibly expect the negative to follow or feel disappointed when they hear it. You have to have an authentic and genuine interaction so that they can get involved in coming up with the solution. In our Coach Training, we show managers how to use this Model well so that it creates a genuine positive result.
"Daniel, I noticed you did a really excellent job on that report last week. It was well written, and set out some great alternatives. If you recall we agreed to have the report ready 2 days before the meeting and this time you were a little late which caused a slight problem. How can you overcome that for next month? Great! I'm sure you'll have it ready in time."
4. The 4 Step Model (interactive Model)
This is the model most coaches use and it has brought peace of mind to many a stressed manager who has to give challenging feedback to a staff member. It's the model we teach managers how to use it well in our Coach Training. Here's a quick overview:
Step 1. Ask your staff what they think they did well or poorly
Step 2. Ask them what they would do differently.
Step 3. Add your constructive observations, positive & negative.
Step 4. Discuss solutions and end on a positive note.
"Greg, how do you feel you went with writing the report? " (Greg answers and you probe for more analysis)
"You know we had to convey how serious this issue is, the alternatives and what everyone needs to do. If you wrote it again, how could you improve it to ensure it's really clear?"
"OK good insights. My perception, like yours, is that it didn't clearly summarize the issues or the alternatives strongly enough."
"I'd like you to give this another try because I know you can do a more convincing job of it. Are you up for the challenge?"
What this model offers that the others don't, is a non threatening way to open a discussion about the staff members performance. You take an inquisitive approach rather than an interrogative approach.
Invite them to talk first and self analyse, then give your perspective and invite their comments and solutions.
You'll find the discussion is far more constructive, non-threatening and usually an enjoyable experience for both!
