Getting Effective Feedback

Getting Effective Feedback

In a way, effective feedback is an inevitable growth factor. However, nobody particularly likes hearing what they are doing wrong, and frequently the words are hard to understand. Giving feedback is also not always simple. Regardless, it is your responsibility as a leader or coach to give useful feedback. Making comments that are positive will assist your coworkers and direct reports succeed. What is your process then? Do you follow the rules and formulas or do you wing it? Is it time for honest discussion, or do you tend to avoid the subject?

Performance evaluations are likely to be unpleasant experiences for you and your direct reports, regardless of your management style or your organization's system. However, knowing how to provide useful criticism might be the difference between an ineffective (or disastrous) review and a fruitful discussion. One of the most crucial components of effective performance reviews is feedback since it involves the employee in the discussion and shines a light on relevant issues. In fact, we think that the key to enhancing your talent development is providing useful feedback.

There is no definition of what types of feedback are since it all depends on the staff culture and sometimes individuals. 

Effective feedback examples

Example one:

When someone misses deadlines.

You've let me know you're behind schedule on the project. I appreciate you telling me this. Reviewing your time management techniques would be helpful to determine where time could be saved. This quarter, you missed three deadlines. Although I recognize that this is a fast-paced atmosphere, team members have slowed down as we launch our marketing campaign. Your work is consistently top-notch. However, it could be beneficial to prioritize timeliness and adopt a less critical attitude toward each piece of the project.

Example two:

When someone lacks communication skills. 

Your most recent article was well-researched and educational. You seem to prefer working on your own, I've noticed. Sometimes you don't voice your opinion at team meetings. We will always value your viewpoint. I wanted to make sure that you and the team were getting along just fine. You can talk to me or HR if you have any questions about this. In any case, don't hesitate to express your opinions. There are no "bad answers" during team sessions; all brainstorming ideas are encouraged. You may set a goal for yourself to offer one proposal at each meeting, then build on that. Use Slack or other communication tools frequently to help your staff understand what is going on.

Example three:

When someone doesn't pay attention to detail. 

I value your comprehension of our more general objectives and your grasp of the greater picture. This helps in our progress. But in a recent report, you omitted a few minute but crucial details. We were unable to make an informed choice because of this. I propose that we develop a checklist of requirements for your report in order to improve this.  You should finish your job before asking me or a coworker to review it.

What makes feedback effective

It's important to remember that while you can control how you give feedback you have no influence over how someone may feel about or respond to feedback. 

Identical situations will be viewed differently by different persons.  You can enhance the likelihood that your comments will be accepted and not ignored. But you can't "make" someone like or agree with what you're saying. If the feedback isn't authoritative, the recipient is more likely to accept it well. The message will be lost if the person providing the feedback is seen as abusing their positional power or as being domineering, haughty, conceited, or imposing. The person receiving the input is likely to become defensive or combative, or they may quietly accept what you say yet subsequently act in an unproductive manner out of resentment. 

The best kind of feedback is the one that tells a person about the outcomes of their behavior without analyzing the specifics, assuming motives, or assigning blame. Try making the feedback a two-way conversation by including our widely used Situation-Behavior-Impact model and exploring objectives. Impact feedback isn't directive; you're not instructing someone what to do, outlining repercussions, or passing judgment. Impact feedback, on the other hand, empowers the audience member and enhances the likelihood that they will choose to embrace the message.

Characteristics of effective feedback

It's critical to remember that giving someone feedback involves more than just the words you use to initiate the dialogue. In light of this, here are five suggestions for providing insightful feedback and its characteristics.

Keep timing in mind, put yourself in the position of the recipient of the feedback. Think about whether they are prepared to receive your critique and whether you are prepared to provide it with an open mind. Strong feelings might make it difficult for someone to accept criticism, whether it's constructive or redirected.

Postpone giving feedback till a moment that is fairer or will be better received.

Make sure to be ready. Before providing comments, consider the person you are about to speak with. What is the goal of your criticism and what do you hope will come of it? Do you think the individual should alter or continue their current behavior? What else do you believe they could do to bring about this result? Your employee feedback must contain enough details for someone to modify or continue their current behavior.

Effective Feedback

Specificity is crucial for learning, whether giving employees feedback that needs to be reinforced or redirected. Additionally, specific criticism can be used to measure progress and direct future behavior. Although it's lovely to be complimented on a job well done, the recipient won't know which exact actions to repeat in the future.

Make suggestions actionable (and future-focused when possible). Give workers feedback on actions that can be taken to change their behavior.  Effective comments must refrain from being personal, such as, "You are lazy." According to research, when we are criticized for past behavior, we are not motivated to change. Simply put, we get defensive and shut down.  Receiving comments that highlight what we can do to accomplish our goals or better ourselves, on the other hand, is inspiring.

Have you ever gotten feedback from your previous employers? Feel free to share your story with us. 

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