The mastery of giving feedback

What characterizes proper feedback?

Leaders need to give feedback more often than they altogether make reports, check reports, work on improving results, or drink coffee (tea as an option). But, the same as in most other spheres of leadership, the quality of feedback makes a huge difference.

Good kind of feedback is like a steering wheel, gas pedal, and brake all in one. It points to wanted behaviors by showing the desired destination. When conditions are favorable, you accelerate arriving where expected, and in the case when hurricane or fog falls onto the road, you need a break to avoid accidents.

Ready to take a ride? This vehicle is an SBI model.

• SITUATION
  When giving feedback always refer to a specific situation. It’s best not to wait too long after it occurred.
  It gives the other person certainty that you’re fair. It also helps the feeling that you’re assessing a situation, not the other person. Another strong point of it is the fact, that when a change needs to occur, it can only happen in a concrete rather than an abstract sphere.
• BEHAVIOR
  Point to a specific behavior. Tell the other person what you observed and how you perceived it. Don’t generalize. Avoid saying “You’re always…”, “ You never …”, refer to that one specific time instead (can be more times provided you have examples in your pocket for all of them).
• INFLUENCE
  Explain the actual or possible consequences of that behavior. It could be an influence on other people (on their feelings, morale, or further behavior), outcomes or schedule of a project at hand, etc.

Use I-message more frequently than You-message. More on that in another post.

Be as concrete and precise as you can be.

And remember: Use positive feedback too!

Leaders need to give feedback more often than they altogether make reports, check reports, work on improving results, or drink coffee (tea as an option). But, the same as in most other spheres of leadership, the quality of feedback makes a huge difference.

Good kind of feedback is like a steering wheel, gas pedal, and brake all in one. It points to wanted behaviors by showing the desired destination. When conditions are favorable, you accelerate arriving where expected, and when a hurricane or fog falls onto the road, you need a break to avoid accidents.

Ready to take a ride? This vehicle is an SBI model.

• SITUATION
  When giving feedback always refer to a specific situation. It’s best not to wait too long after it occurred.
  It gives the other person certainty that you’re fair. It also helps the feeling that you’re assessing a situation, not the other person. Another strong point of it is the fact, that when a change needs to occur, it can only happen in a concrete rather than an abstract sphere.
• BEHAVIOR
  Point to a specific behavior. Tell the other person what you observed and how you perceived it. Don’t generalize. Avoid saying “You’re always…”, “ You never …”, refer to that one specific time instead (can be more times provided you have examples in your pocket for all of them).
• INFLUENCE
  Explain the actual or possible consequences of that behavior. It could be an influence on other people (on their feelings, morale, or further behavior), outcomes or schedule of a project at hand, etc.

Use I-message more frequently than You-message. More on that in another post.

Be as concrete and precise as you can be.

And remember: Use positive feedback too!

And remember: Use positive feedback too!

With love, clarity, and purpose
-AG-

Do you have a problem to solve or feel stuck? Check http://qualityonearth.com