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The FMC Model - How To Give Feedback To OthersTo Drive Action
We often have opportunities to give feedback to others during the course of ourworking day. This can be to publicly acknowledge a job well done or as a methodof persuading another person to do something differently or not at all.However a lot of the benefits of giving feedback are lost through being non-specific and very general. This means that the recipient has nothing specific tolatch on to and to either keep doing something or stop doing something. Thisoften means that no repeated action takes place (it's a 'one off') or the wrongreaction takes place.An excellent way of avoiding these issues is to use the
FMC
(Facts,Meaning,Consequence) feedback model as a way of giving action-focusedfeedback.This is as follows:
Facts -
What precisely you observed or heard (be it 'good' or 'bad')
Meaning
- The immediate impact on the individual,others,the company etc.
Consequence -
The broader impact on the individual, others,the company etc
.
An example of using the FMC model to confirm and encourage positive behaviourmight be:
"I gather that you cleared up the supply issue with Client X.I had a call fromthem today to say how impressed they were with your input (FACT).This is agreat example of your ability to work closely with customers(MEANING).It givesus a good chance of developing our business with them, following the difficult trading relationship we used to have with them"(CONSEQUENCE)
 When using the FMC model to correct poor behaviour it is vitally important thatwe also include a specific future action.For example:
"John,you left the meeting three times to answer your mobile phone(FACT).Thiskept disrupting the flow of the discussion(MEANING).This meant that we wereunable to reach an agreement on this important issue.(CONSEQUENCE)I need your full attention during all meetings and would appreciate you makingalternative arrangements for phone calls in the future
" (ACTION)The key purpose of giving feedback to others is to encourage positive results or toget them to cut out poor behaviours. I hope that the FMC model will be a usefuladdition to your managerial toolkit.©Gary Gorman 2007.Reprints welcome subject to the resource box and thearticle remaining intact, and all links remaining live.Gary Gorman works with sales teams to help them improve their businessperformance and negotiate better deals. To get a free information pack "How tosell almost anything to almost anybody" please visithttp://www.howtosellalmostanythingtoalmostanybody.com
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