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The Feedback

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feedback

Giving feedback is an essential skill to learn. It builds trust. It helps teams grow. It shows what’s working and what’s not. Good feedback can boost your team’s performance and job satisfaction.

Giving Feedback

  • Be Positive
  • Be Specific - Focus on specific issues so that it is clear where performance was insufficient.
  • Provide Reguler Feedback - To the greatest extent possible, a worker should always know how they’re performing in their role.
  • Deliver Feedback Privately - Show employees that you aim to foster improvement, not to demonstrate your authority or attack their character.
  • Set Development Targets - By creating measurable and achievable targets, there is a clear way to track improvements.

Receiving Feedback

  • Constructive Criticism is necessary - Everyone will have to deal with negative feedback during their career. It is how you respond to this criticism that will define you.
  • Check-in with yourself. Get grounded. Get curious. - Begin everything with a self-checkin.
  • Listen from Center - Listen to what the other person has to say. But not just any kind of listening, centered listening. Listening from center: characteristics of this mode include an awareness of the big picture, feelings of interconnection, and a widening of possibilities.
  • Put the feedback on a plate - Imagine there is a plate between you and person sharing feedback. As they speak, imagine their words going onto the plate, where you can examine them. This visualization keeps the words external, allows you to see what is being shared, and to look at it more objectively. From this vantage point you can ask clarifying questions, seek to understand what is being shared, and remain grounded and listen from center. Keep the feedback on the plate as the feedback conversation progresses.
  • Try and Find Common Ground - Accepting failure and committing to changes will help you to move forward.
  • Set Feedback As A Positive - Those who fail to see feedback as constructive often lose morale and are far less likely to improve as a result.
  • Distinguish between facts and opinions - One of the things look for when receiving feedback is opinions masquerading as facts. With the feedback sitting on the plate in front of you, and having flagged this as an opinion masquerading as a fact, you can now start to ask clarifying questions to understand what the speaker is really trying to say.
  • Add a few responses and gestures to your toolkit - It can be useful to have a few go-to phrases and responses at the ready to help create space for processing in the midst of a feedback conversation in order to slow the conversation down, modulate reactivity, and create new possibilities for responding.

How to Give Feedback Model

SBI Model

Highly actionable and straightforward. Good for performance improvement.

  • Situation - Explain the situation. Ex: During yesterday’s team meeting.
  • Behaviour - Describe the behaviour. Ex: I noticed you interrupted a few times.
  • Impact - Share the impact. Ex: It made your teammates feel unheard.

COIN Model

Emphasizes relationship-building alongside feedback.

  • Connect - Establish rapport. Ex: Great work on the project last week.
  • Observe - Share observations. Ex: I noticed you took the lead without being asked.
  • Impact - Discuss the impact. Ex: It kept the team organized and we hit the deadline.
  • Next Steps - Agree on actions. Ex: Keep taking Initiative. It’s making a difference.

GROW Model

Consultative approach that gives feedback with coaching.

  • Goal - Define the objective. Ex: Our goal is to increase team output by 10% this quarter.
  • Reality - Assess the situation. Ex: We’re currently at a 10% increase and need to improve. What can we do?
  • Options - Explore various options. Ex: We could have each person do a time audit or hold more training sessions.
  • Way Forward - Decide on next steps. Ex: Let’s start with a time audit and see where we’re at in two weeks.

CEDAR Model

Comprehensive deep-dive useful for complex issues.

  • Context - Where and when the behaviour occurred. Ex: While working on the marketing campaign.
  • Examples - Specific instances of what happened. Ex: I saw you missed two important deadlines.
  • Diagnosis - Your interpretation of the situation. Ex: It resulted in our launch being delayed.
  • Action - What needs to change. Ex: I want you to prioritise your tasks better.
  • Review - How you will follow up. Ex: We’ll assess your progress in two weeks.