The art of giving feedback
I still remember all the best feedback I got from my managers and colleagues. They were meaningful because those feedback inspired me to change my behavior. To receive and to give feedback is one of the fundamental aspects of one’s personal and professional development. Unfortunately, in most firms, still it happens very sporadically. Sadly, in many cases, feedback is given just during the appraisal discussion.
Also, most people struggle with giving feedback. Sometimes it feels like we don’t have anything useful to say. Or if we do have critical feedback, we stay silent because we worry about hurting other’s feelings.
There are 4 common ways to give feedback and inspire a change in behavior
- Setting clear expectation
Whenever your team members are starting with a new project, clearly communicate what’s expected out of them. What are the milestones? What success looks like? Document all these critical points and use it as a reference during your monthly 1:1. It helps you to track if the team is going in the right direction. If not, what action items need to be done. It helps you and your team to be on the same page. Also, the team has a clear reference point to keep track of their progress.
2. Task specific feedback
Let’s say, one of your team members gave a presentation on consumer insights. If you really loved the presentation, give an immediate feedback post the session when its still fresh in your memory. It’s important NOT to give generic feedback like “It was a great presentation. I loved it”. Instead share feedback like “I really loved the way you set the context first before getting into the presentation. Also loved the summary and recommendation you shared at the end. Keep up the good work”. This feedback clearly communicates what she did well and she will make sure she continues doing that in the future.
3. Behavioral feedback
When you keep giving task specific feedback frequently, you will notice a pattern of themes emerge for all your reports. Does she make decisions quickly or slowly? Is she good with articulating her thought process well or not? Asking this question about themes helps you reflect on your report’s unique strength or areas of improvement.
Behavioral feedback is important as it adds a level personalization and depth which is missing from task specific feedback. It helps people understand how others see them which may be different from how they see themselves.
4. 360-degree feedback
You collect 360-degree feedback from multiple stakeholders, so it gives a complete and objective view of how your reports are doing. Few sample questions which you can use.
- What ‘X’ is doing well and should continue to do?
2. What ‘X’ should do to add more value to the organization and team?
3. What ‘X’ should change or stop doing?
These kind of feedback takes more time to gather, so its not possible to do multiple times a year. However, it’s helpful when you lack context on your report’s day to day work.
Its not about just giving these 4 different kinds of feedback. These feedback only counts if it leads to positive feedback. So, the question to ask yourself is, “Does my feedback lead to the change I am hoping for?”. You can still break done this question into the following
Am I giving enough feedback?
Its very important to give task specific feedback frequently. However, watch out for only giving task specific feedback. One of the common questions asked by my reports is “Give me more feedback related to my skills and my career trajectory”. “Tell me more about what should I do better to get promoted” and so on. Usually, your team wants additional attention about them as people, not just on their output.
Is my feedback heard?
Let’s say one of your direct reports is avoiding taking up any new challenges and taking too much time to finish any work. When you are sitting with her for giving feedback, remember the following
- Your report might consider this conversation as a threat and the fight-flight mode might kick in. When she is in this mode, its difficult to absorb and apply your observations.
2. If your report gets a whiff of ulterior motive — you want to be right, you are judging her — the message won’t get through.
That’s why whenever you share critical feedback, approach it with a sense of curiosity and an honest desire to understand your reports perspective. You can state your point directly and ask, “Does this feedback resonate with you? Why or why not”. If your report’s answer is yes, it means she has acknowledged and reflected on this feedback. If its no — now we can discuss why that is and what would make the feedback more useful.
Does my feedback lead to positive action?
When you share critical feedback and if it doesn’t translate into positive action, you lost the plot. Use the following pointes to avoid it.
- Clearly communicate what’s not working
2. Be specific about what success looks like
3. Help with action items, if they ask for.
4. Keep tracking their progress in your 1:1s (Of course, doing your 1:1 every month is non-negotiable)
Feedback is a gift. It costs time and effort to share. But when we have it, we are better off. So, let’s give it generously.
