Gaining a Positive Perspective on Feedback

Effective feedback is essential to let people know their current level of performance, and
what they need to do to do better. Though it's vital for success, getting feedback can
often be a difficult process. Adopting a positive mindset can make all the difference.

This course will teach you how receiving feedback is different from getting simple
praise or criticism. You'll learn how listening to constructive feedback with a positive
mindset can help you to manage your reactions and responses. You'll also learn how
applying feedback appropriately can support your professional growth and self-
development.

Table of Contents
1. Gaining a Positive Perspective on Feedback
2. Recognizing the Value of Feedback
3. Differentiating between Feedback, Praise & Criticism
4. Managing Your Reactions to Feedback
5. Responding Effectively to Feedback
6. Using Feedback for Professional Growth
7. The Art of Feedback: Let's Review

Gaining a Positive Perspective on Feedback

[Course title: Gaining a Positive Perspective on Feedback.] 

HOST: Many a times, feedback can be hard to accept. Many people dread giving or
receiving feedback because it can come across as offensive. Adopting a positive
mindset can make all the difference. Viewed this way: feedback becomes an
invaluable tool for improving your performance. In this course, you will learn the
value of constructive feedback and how it differs from praise and criticism. You will
also learn how to manage your reactions and responses to feedback and how to use it
for your professional development.

Recognizing the Value of Feedback

[Topic title: Recognizing the Value of Feedback.]

 HOST: What is the first thing that comes to yoyr mind when you think of feedback?
You wouldn't be wrong if you thought about it as constructive criticism. Often
feedback takes the form of counteractive performance counseling, but that's not really
the whole story. Feedback can also be about sharing accomplishments, discussing
challenges, commenting on current projects; it can be about what people are doing
right as well as what they could do better. Feedback can reinforce the performance of
your people, your team, and of your entire organization. To be valuable though,
feedback must be given the right way.

Sally , Frank, Shelly, and Katy are in a meeting.] HOST: This is Frank. He has been
under a lot of pressure lately, so when Sally goes off on several tangents during a
meeting it makes Frank's blood boil.

[Sally addresses everyone.] SALLY: Not a big deal, but someone keeps on stealing

my stapler. Okay, I think that's it.

[Frank addresses everyone.] FRANK: Sorry guys, we went little over time, we will

pick up at the next meeting. [Katy and Shelly walk out of the meeting. Frank
addresses Sally aggressively.] FRANK: Sally, listen, why must you always get a soft
track during our planning sessions? Do you just love the sound of your own voice? It's
driving me up the wall.

HOST: Is this the kind of helpful, constructive feedback we’ve been talking about?
Of course not. Frank's feedback was critical, personal, and vague. Feedback like this
can anger or demoralize the recipient, and have a negative impact on your
organization. All constructive feedback has one thing in common: it focuses on the
future, it highlights what you are working toward. So what's the value of constructive
feedback?

Consider this example.

[Katy and Shelly are having a conversation.] KATY: The way you reworked the
schedule, that was great.

SHELLY: Wow, thanks.

KATY: Adding a week between these two deliverables gives us enough time and
make revisions. You know it will work really well if you added a week to all the
deliverables, we might want to keep this in mind for next time.

SHELLY: Sure. That sounds good.

HOST: Katy praised Shelly for something he did well, and that's a powerful
motivator. At the same time, she identified a way he could do even better. Like Katy's
feedback about scheduling, constructive feedback raises awareness of strengths and
needed improvements. Constructive feedback improves efficiency by increasing the
flow of honest, accurate, and actionable performance information. When feedback
flows in all directions, that's ideal. You want an environment where feedback flows
freely from peer to peer, supervisor to employee, and employee to supervisor.

[Shelly and Katy are having a conversation.] SHELLY: If you could give me

feedback ahead of time on the deliverables you want more time with.

HOST: As a final advantage, if it's given consistently, constructive feedback can help
people realize their full career potential. Feedback is what tells team members how
well they are doing at their jobs, and it tells them what they need to do improve and
advance. It's easy to stay motivated and engaged in a culture of open communication.
That's why constructive feedback is one of the secrets behind healthy, high-
performing workforces.

Differentiating between Feedback, Praise & Criticism

[Topic title: Differentiating between Feedback, Praise &
Criticism.] HOST: Constructive feedback is information-specific. It's issue-focused,
and it's based on observations, things you have seen occur or have firsthand
knowledge about. Information that doesn't offer specifics that focuses on personality
and that doesn't point to potential avenues of improvement, that's simply criticism,
and it's ultimately destructive.

Constructive feedback isn't criticism, but it's not just praise either. Criticism and
praise are both personal judgments about a performance, effort, or outcome.

Praise is a favorable judgment. Criticism is an unfavorable judgment. Both are usually

personality-focused and based on feelings.

Criticism often looks something like this.

[Frank and Sally are having a conversation. Frank is agitated.] FRANK:  Seriously,

Sally you have to stop doing this. Every time we have a meeting, at some point you
steer us off course with these personal stories. It's frustrating, and we don't care. Just
stop it. [Sally is embarrassed.]

HOST: The end result here is destructive. Sally feels embarrassed and demoralized,
and nothing productive comes from that.
Criticism can be a way of establishing dominance over another person. Telling
someone they don't know what they are doing is like saying, I know more than you,
and I am at least in this instance, superior. Criticism can also be an expression or
frustration; for instance, you might snap at someone because you are upset about
problems on your own project.

Let's go back and try again, this time using constructive feedback.

[Frank, Sally, Katy, and Shelly are in a meeting. Frank addresses

Sally.] FRANK: Thanks Sally. And that brings our meeting to an end. Before we go,
there were times we got a little bogged down by off-topic conversations. When one of
our gets off-track, we lose focus and it takes away some time where we could be
getting things done. So let's all try to be aware of this and stay little more focused in
the next meeting. Agree?

SALLY: Agreed. [Everyone nod in agreement.]

HOST: In this version of the scenario, Frank based the feedback on factual
observations; noninterpretations, feelings, or personalities. He also addressed it to the
whole group instead of making it personal and attacking one individual. Good
feedback is specific, productive, and actionable, and it sets up future improvements.
So what's the difference between praise and constructive feedback? Praise is nice to
hear, but it's essentially unhelpful. Why? Because it doesn't point forward. It doesn't
address how a successful action can be applied to future successes. Praise is often
delivered in vague terms; nice work, or this is great. You can't do anything with these
phrases because they are not specific.

Like criticism, praise is based on opinions or feelings. Over time, giving too much
praise can even lower standards by conveying the impression that the work is perfect.
You are implying there is nothing to improve. So instead of…

[Shelly and Sally are having a conversation.] SHELLY: I love this graph.

HOST: Try…

SHELLY: This Graph does a great job at reinforcing our key selling points. Anytime
we can have this kind of visual support, it will really help. Great job Sally. [Sally
nods in satisfaction.]

HOST: This type of feedback is specific, constructive, and actionable, and paves the
way for future improvements.
Managing Your Reactions to Feedback
[Topic title: Managing Your Reactions to Feedback.] HOST: No one enjoys being
criticized; no one. And unfortunately many if not most people take constructive
feedback as criticism. They feel they are being confronted. This triggers a powerful
instinctive reaction; the fight or flight response. When this kicks in, people are prone
to kneejerk emotional reactions.

[Frank and Sally are having a conversation.]  SALLY: What you said in the meeting
sounded very sexist.

HOST: Sally just hit one of Frank's triggers.

[Matt thinks.]  FRANK: Wow, sexist. Really?

HOST: Frank has a difficult time processing this feedback. It's a common reaction to
feedback that's negative. Intuitively you want to reject feedback, attack the messenger,
and defend your actions. Occasionally people have the opposite reaction. They admit
the fault and submit to feedback even if it's not completely fair or valid. Another
common reaction to feedback is to agree, but internally harbor resentment. This is
what is called passive aggressive. Frank knows how he normally reacts to criticism
and constructive feedback. Like Frank, you can learn what your own triggers are, then
make it a habit to take a deep breath and check in with yourself when receiving
feedback. Avoid rushing in and letting your emotional responses take over.

[Frank and Sally are having conversation. Frank thinks.] FRANK: Hold on buddy,

calm down, breathe, don't grind those teeth, just listen.

HOST: Just the act of analyzing his physical and emotional state helps him regain his
composure, and when he is ready…

FRANK: Go on.

SALLY: I’ve heard you say girls before, it didn't leave a mark, but this time in front
of the new client it sort of said, "This is what we think of women around here."

HOST: Frank recognizes that the feedback isn't personal. Like him, you will handle
feedback better when you remind yourself it's not about you.

[Frank thinks.] FRANK: She is not calling you chauvinist. She is saying your words
could be perceived that way.
HOST: Constructive feedback is about some work or process or action that can be
enhanced for better results.

[Frank and Sally are having a discussion.] FRANK: Do you think there is someone I
should apologize to in particular?

SALLY: You are smart enough to know she said something to me.

FRANK: And do you think she has a point?

SALLY: Yeah, I do.

[Frank thinks.] FRANK: Okay. Is anyone perfect? No. Is anyone filing a complaint

with HR? No. Are you the worst manager ever? No.

HOST: Frank asks himself some questions to remind himself this isn't the end of the
world, and to put the situation in perspective.

FRANK: I apologize, and I’ll find a way to share this with the others. Thanks for
having the courage to share this with me.

HOST: And he responds effectively.

HOST: Frank did something else right. He engaged in a constructive dialog and he is

already planning to apply this constructive feedback to future behavior. The key point:
"Remind yourself to listen." Frank understood that he is in control of the situation. He
made the choice to listen to the feedback, evaluate it, and implement it. Managing
your reactions to feedback takes practice and attention. If you use the techniques
Frank just demonstrated, you’ll find yourself in the right state of mind to benefit from
the feedback you get.

Responding Effectively to Feedback

[Topic title: Responding Effectively to Feedback.] HOST: Feedback can sometimes
be tough and painful, but it can also be an opportunity to learn something valuable. It
is important to instead of shrinking from feedback, to work on accepting and
responding to it with grace.

[Katy and Shelly are having a conversation. Katy is angry.]  KATY: You can't hang
on to the work for so long, you just have to deal with the fact that it will never be
perfect. We lose a lot of credibility with the client when we deliver late. It's frustrating
to them and it's frustrating to me.
SHELLY: Okay. Thanks.

HOST: Shelly listened without interrupting, and that's good. You might get a
feedback you strongly disagree with, but even if it's delivered poorly or uncalled for,
don't argue; just say thanks. Then instead of coming across this unreceptive, you will
begin building a relationship. What you are communicating is, "Thank you for caring
enough to offer insight."

Next Shelly asks a clarifying question and summarizes the feedback.

[Shelly and Katy are having a conversation.] SHELLY: So what you are saying is
that I should make sure we make the deadline next time even if it compromises
quality?

KATY: Yeah, basically.

SHELLY: So you feel in the future that I should turn something in on time even if
improvements need to be made?

KATY: Yep.

SHELLY: Okay. So in the future I’ll make sure we get something out on time. I will
tell the client we are still polishing details, but we have something for them, and that
we will roll out any suggestions they have into future deliverables.

KATY: Perfect.

SHELLY: Okay.

HOST: Shelly successfully turned this exchange into a dialog. He didn't agree at first,
but he asked clarifying questions and summarized to make sure he understood the
feedback. That helped him manage his reaction.

Meanwhile Sally has just been criticized by her team leader for slowing down a team
meeting.

Consider her conversation with Katy.

[Sally and Katy are having a conversation.] KATY: So how are you?

SALLY: Fine.
KATY: Frank told me that you had a difficult conversation the other day about our
meetings. How are you feeling about it?

SALLY: Yeah, I have been thinking about it, and yes, he could have handled it
differently, and I know it's not true. I don't always derail meetings, but that didn't
come from nowhere. You guys are always giving me a hard time about turning a 10-
minute meeting into an all-day seminar. So I get it.

KATY: Yeah, but he said that he could have expressed things better.

SALLY: Yes, but I do need to be more aware that I am doing that.

HOST: Sally's response provides a good model for processing feedback. Take time to
think about it. You shouldn't reject feedback out of hand, but you don't have to
mechanically accept it either. Instead, take a deep breath and consider the feedback
and its validity.

Sally also modeled a second positive response to feedback. She looked for
opportunities to improve. She took the time to figure out if there was something she
could learn from what was said. At the end of the day, feedback is a valuable means to
an improved end. If you know how to respond appropriately, it can help you build
relationships and improve your professional skills.

Using Feedback for Professional Growth

[Topic title: Using Feedback for Professional Growth.] HOST: Do you look at
feedback as nothing more than vague perceptions and suggestions regarding a specific
issue? Do you see success as performing well, a way to build your competence and
intelligence and gain recognition from bosses and coworkers? If so, you might want to
consider opening up your thinking.

Responding to feedback in the right way can drive your professional growth. First,
claim feedback and work at it. When you accept constructive feedback and commit to
change, you are embracing a challenge, a belief that you can learn and improve.

Go beyond just treating and acting on feedback casually; instead, use it to grow.

[Shelly is sitting on his chair with a laptop in front.] SHELLY: Well, they get what
they get whether it's ready or not.
HOST: Shelly's boss asks him to prioritize meeting deadlines ahead of getting every
single feature into the deliverable. Shelly has taken a very limited view of Katy's
feedback.

[Shelly speaks as Katy walks in.] SHELLY: Got another one out of the door ahead of
schedule, boss.

HOST: Shelly needs to change his concept of success. What does success mean? Is
the point to simply appear efficient to your boss or to truly learn and grow? Let's
rewind a bit and give Shelly a chance to receive the feedback he got in a more
productive way.

[Shelly and Katy are having a conversation.] KATY: I am concerned that our

expectations aren't aligned when it comes to quality versus deadline. In the future, we
need to turn things in on time even if it means there are still improvements that
haven't been implemented. Does that make sense?

SHELLY: It does. Next time I’ll tell the clients we are still refining the user-interface,
but the core functionality is in place and ready for testing.

HOST: Here Shelly figured out how to apply the feedback in practice. But there is
still more he can learn.

SHELLY: Do you feel that my fighting to make the deadlines is reducing the quality
too much? What do you think? Are you happy with my approach?

KATY: Oh, I think the way you balance the two is great Shelly. And you know, if
you expect to lead your own team one day the questions you are asking now, the way
you are thinking right now, those are the tools you will need.

HOST: Like Shelly, you can use feedback to better understand your position in your
organization. He engaged in dialog and got a better sense of what's expected of him
and his future possibilities. When you actively seek information about your
performance, you may find significant expectations that you didn't completely
understand before, and that can help you grow professionally.

Going forward, Shelly can make other connections of the feedback with his overall
performance. He realizes his tendency toward perfectionism has affected his entire
team. This has an adverse effect on work flows even throwing entire project schedules
off. He begins to correct this through increased feedback with his team and his boss.
And by doing this he improves those relationships in addition to his performance.
And that's a final tip; think of feedback as a relationship-building exercise. Use it as a
chance to bond and learn. Get feedback whenever you can. Consider finding a mentor,
someone who will help and support your career. In the case of your boss, realize that
part of their job is to help you develop. When you show progress it makes them look
good.

As for Shelly,

HOST: it's taking some time. Using feedback isn't the solution to every problem, but
he is gaining a reputation as someone who can adapt and grow, and he has a much
clearer picture of his place in the company.

The Art of Feedback: Let's Review

[Topic title: Let's Review.] HOST: Let's review what you’ve learned in this course.
Whether giving or receiving feedback, recognize its value as honest information about
your performance or areas you need to improve. Keep feedback constructive, specific,
and future-focused. Manage your negative reactions to feedback by not taking it
personally, and keeping it in perspective. Respond to feedback by listening without
interruption, processing what is said, and looking for opportunities to improve. And
use feedback to drive your professional growth by owning it and applying it in
practice.