iExpert

Illustration by Krishna Kumar T

The Art of Giving Feedback

iExpert

God grant me the serenity to accept the things I cannot change, the courage to change the things I can, And the wisdom to know the difference

iExpert

Constructive Feedback
Positive Developmental

Constructive feedback improves Interpersonal relationships Feedback must be honest , based on facts , observable behaviour Honesty promotes TRUST amongst groups

Feedbacks are results of perceptions. Before giving the Feedback one needs to prepare. This helps to bring Adult to Adult conversation.

iExpert

Steps for Preparation

STEP I
Set SMART GOALS & Document This is done at the beginning of an assignment / year. This brings clarity & acceptance from the recipient too In case of changes important to document the changes

STEP II
The Research work : Few Questions to be addressed are What Happened? What were the expectations? Why are we providing feedback?

iExpert

What Happened?


The challenge is to LISTEN rather than getting judgmental about WHAT the recipient is saying or HOW they are saying it.  The focus therefore is on the INTENT rather than STYLE

iExpert

What were the Expectations?

Revisit the Goals Helps to Bridge the Gaps Highlights areas of Improvement Helps to build on Strengths & prior success
Accentuate the POSITIVE - The WHALE DONE approach

iExpert

Why are we providing feedback?

Must be done with utmost care & must not appear Casual Done to ensure continuous improvement in the performance Help to motivate & strengthen the Positives Learning from past mistakes or failures and see the impact on the organization. Opportunity to work out actionables for future

 

iExpert

Two dimensions to feedback

Support

Challenge

iExpert

Two dimensions to feedback

High support

Low Challenge

High Challenge

Good, carry on, seems to be working

Low support

iExpert

Two dimensions to feedback

High Support

Low Challenge In passing, Unspecific, Dismissive

High Challenge

Low Support

iExpert

Two dimensions to feedback

High Support That was great, youre obviously trying hard Low Challenge

High Challenge

Low Support

Two dimensions to feedback

High Support

iExpert

Patronising, General, Safe Low Challenge High Challenge

Low Support

Two dimensions to feedback

High support

iExpert

Low Challenge
Well that could have been done better why did you not focus more, early on..?

High Challenge

Low support

iExpert

Two dimensions to feedback

High support

Low Challenge

High Challenge
Critical, Induces defensiveness, Paralysing

Low support

Two dimensions to feedback

High support
A good effort. I could see how you were drawing the feelings out I wonder if you got to the crux of the matter?

iExpert

Low Challenge

High Challenge

Low support

iExpert

Two dimensions to feedback

High Support Focused, Attentive, Threatening? Low Challenge High Challenge

Low Support

iExpert

A selection of some tools

Tool Tool Tool Tool Tool Tool 1: 2: 3: 4: 5: 6: Pendletons Rules NonNon-judgemental feedback Observation versus deduction Pi SET GO Unacceptable behaviour

iExpert

Pendletons Rules
(Pendleton D, Schofield T, Tate P, Havelock P. The New Consultation. Oxford University, 2004.)

The recipient first performs the activity Questions then allowed only on points of clarification The recipient then says what they thought was done well The Manager/Lead then says what they thought was done well The recipient then says what was not done so well, and could be improved upon The manager/lead then says what was not done so well and suggests ways for improvements, with discussion in a helpful and constructive manner

iExpert

NonNon-Judgemental Feedback
Evaluative/Judgemental


Descriptive


The beginning was awful, you just seemed to ignore him/her.

At the beginning you were looking at the notes, which prevented eye contact. At the beginning you gave him/her your full attention and never lost eye contact your facial expression registered your interest in what he/she was saying.

o o

The beginning was excellent - great stuff!!

iExpert

Observation versus Deduction

Separate behaviour and interpretation Make interpretations tentative E.g.
I noticed at this stage that you moved more in your seat, and your face became red, I wondered if you might be embarrassed? I saw you look at your watch and thought you might be bored I saw him talking with his hand over his mouth and wondered if he was lying

iExpert

Pi (T) Point / Illustration (T

Make sure the recipient knows what youre talking about! Along with a feedback point, give an example

Point Illustration

iExpert

Point / Illustration

Point
Id like you to use more open questions at the beginning of the discussion.

Illustration
Why not ask the customer at the beginning How can I help?

iExpert

SETSET-GO
(Silverman et al.)


What I Saw What Else did you see? What does the recipient Think? What Goal are we trying to achieve? Any Offers on how we should get there?

iExpert

Unacceptable Behaviour
(8 Useful Tips) 1. Check if person is OK before you start 2. Use a wake-up, warning phrase: wakeTheres something very serious I have to say

3. Say, very simply, what is not right 4. Give an example as appropriate

5. Relax the tone to allow for a positive response
usually an offer to improve ensues

iExpert

Unacceptable Behaviour
6. Respond to offer positively
but define specific, measurable outcomes

7. Do not be drawn into discussion on:

justification of behaviour your right to judge

8. Separate behaviour and person

Most of us take criticism better if it is not personal.
Maybe what I did was not good but it doesnt mean Im no good. Make sure that the recipient can see this distinction too.

iExpert

Feedback Must Be
Factual Clear & Direct Specific Timely Understood & Accepted

iExpert

Making Changes Whats easy and whats not

Difficult
Source: Harvard Business Review

Easy
Time & Work Job Skills Management Knowledge Attitude Habits Personality Characteristics

Consequences of Poor or No Feedback.

Poor performance is repeated Quality goes down Associates dont improve and learn Associates may become anxious and uncertain Managers lose credibility Productivity goes down Star performers become discouraged

iExpert

iExpert

Some complaints about Feedback

Not enough feedback Too much feedback Too much negative feedback, not enough positive Unfair feedback (jumps to conclusions) Vague feedback (a look, a comment like why did you do it that way?) Too hurried or rushed Feedback too long after the event (happened months ago)

iExpert

Hope you find this useful & easy to read

Write in with your feedback at contact @i-expert.biz