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Before you give feedback
1. Be clear about your intention in giving the feedback. Keep it constructive and “clean.” Don’t “contaminate” with indirect, implied or mixed messages.
2. Make sure that feedback has been asked for or that you have a relationship or context in which giving feedback is an accepted part of that relationship or process.
3. Giving feedback is not about “dumping on the other person.”
4. Choose your time and place well e.g. not when others are present.
5. Make it constructive and of value to the recipient and the relationship.
6. Think about how you as the manager may be able to provide support and or resources, which will help shape the person’s future behaviour and help them work on that vital feedback.
7. Put yourself in the other person’s moccasins as you plan and prepare what and how you give feedback.
How to give effective feedback
1. Focus on specific behaviour, not the person e.g. you were late again for the morning team meeting versus, “you are so totally unreliable!”
2. Focus on describing – not judging, giving advice or being moralistic.
3. Feedback observation and facts rather than subjective inferences.
4. Avoid absolutes – “either/or”, “always/never”. Focus on descriptions of behaviour, which are in terms of “more or less.”
5. Keep to specific examples in the “here and now” rather than generalizing
6. Be coach like and focus on exploring alternatives with the person rather than “tellling them” the answers or solutions.
7. Focus feedback on the amount of information the person receiving it can use at the time, rather than all that you have to give. This is not your time to finally “let rip!”
Jasbindar Singh has posted an excellent article on her blog about the ‘art of giving and receiving feedback’. For anyone who is in realationship with others – be it work, home (ie anyone who does not live on their own on a remote island!) this might be helpful. I know it was to me 🙂
Before you give feedback
1. Be clear about your intention in giving the feedback. Keep it constructive and “clean.” Don’t “contaminate” with indirect, implied or mixed messages.
2. Make sure that feedback has been asked for or that you have a relationship or context in which giving feedback is an accepted part of that relationship or process.
3. Giving feedback is not about “dumping on the other person.”
4. Choose your time and place well e.g. not when others are present.
5. Make it constructive and of value to the recipient and the relationship.
6. Think about how you as the manager may be able to provide support and or resources, which will help shape the person’s future behaviour and help them work on that vital feedback.
7. Put yourself in the other person’s moccasins as you plan and prepare what and how you give feedback.
How to give effective feedback
1. Focus on specific behaviour, not the person e.g. you were late again for the morning team meeting versus, “you are so totally unreliable!”
2. Focus on describing – not judging, giving advice or being moralistic.
3. Feedback observation and facts rather than subjective inferences.
4. Avoid absolutes – “either/or”, “always/never”. Focus on descriptions of behaviour, which are in terms of “more or less.”
5. Keep to specific examples in the “here and now” rather than generalizing
6. Be coach like and focus on exploring alternatives with the person rather than “tellling them” the answers or solutions.
7. Focus feedback on the amount of information the person receiving it can use at the time, rather than all that you have to give. This is not your time to finally “let rip!”
