INTERNATIONAL MBA

Giving and Receiving Feedback

Margarida Pedro | 14.11.2023

THE LEADERSHIP TRACK

This track is anchored in transformational leadership theory and will challenge students to improve their
self-awareness, improving the way they manage and work with teams and across the organization

Communicating Focused
with Impact Leadership
Leading and
Managing
YOURSELF
Powerful People
Challenging Storytelling
Yourself
Negotiation

TEAMS Giving and

Receiving Group Persuasion
Feedback Coaching and Influence

High Leadership
ORGANIZATION
Performance Talks
Teams
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OUR OBJECTIVES AND OUR PROGRAMME

OUR OBJECTIVES
• Understand the importance of feedback as a
key leadership tool
• Give feedback in an effective way
• Respond positively to the feedback received
• Be aware and avoid some feedback pitfalls
OUR PROGRAMME
• The feedback purpose
• The good, the bad and the inexistent feedback
• Helpful communication tools
• Making the feedback actionable
• Why is it hard to receive feedback?
• My feedback response

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THE WAY WE WILL WORK

14 NOV 15 NOV 17 NOV

Group Session Group Session
Master Class [1 hour/group] [1 hour/group]
[2 hours]
G1 . G2 . G3 . G4 G5 . G6 . G7 . G8

ASSIGNMENT
The evaluation will be a Pass/Fail assignment that consists of an individual reflection.
Students shall, in a maximum
300 words, describe what and explain why they commit to implement
when giving and receiving feedback.
The deadline for submitting the reflection on the Virtual Canvas / Assignments is one week after the group
session.

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WHAT IS EFFECTIVE FEEDBACK?

• Both parties have an active role (the giver and the receiver)
• Aims to recognize positive contributions and
behaviours and to work on point of improvement
DIALOGUE • Its purpose is the other development
• Should commit the parties to a concrete plan of actions
• Takes places in a regular basis
• Is a learning experience for both parties (the giver
and the receiver)

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WHY IS FEEDBCAK IMPORTANT?

• Helps individuals and organizations to grow

• Makes people feel valued

• Motivates
• Improves retention

• Facilitates continuous alignment

• Increases accountability

• Builds trust

• Creates stronger relationships

• Avoids surprises and misunderstanding in the
Performance Appraisals Reviews
• …

… if given in a constructive way!!

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EFFECTIVE FEEDBACK

As a leader I must give feedback to…

TEAM
COLLEAGUES MY MANAGER
MEMBERS

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IS THIS FEEDBCACK EFFECTIVE?

1. You are always late.

2. You need to be more autonomous.
3. You have to be more proactive.
4. You did a great job.
5. Your sales analysis was good.
6. You cannot react like that.
7. The budget analysis you have sent is excellent.

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FEEDBACK ESSENTIALS
CHARACTERISTICS OF EFFECTIVE FEEDBACK

1. 2. 3. 4.
FACTUAL SPECIFIC DESCRIPTIVE FUTURE FOCUSED

Not a judgement The aim is to

(doesn’t mix reinforce or to
Based on facts Avoiding jumping
personality and make change in
(ideally verifiable) into other issues
behaviours / the future
actions) [feedforwarding]

5. 6. 7. 8.
SUPPORTIVE TIME & CONTEXT RELEVANT ACTIONABLE

Appropriate time For the other's

and the right role and for About things the
I am there to help
context (private his/her other can change
vs public) performance

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FEEDBACK ESSENTIALS

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FEEDBACK ESSENTIALS

ALIGNMENT MONITORING

HOW THE TEAM IS PERFORMING

FEEDBABACK
. Positive results
WHAT IS EXPECTED
. Negative results
(Defined and
. Results that are nor bad, but could be better
Communicated)
. (…)

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WHY CAN IT BE HARD TO GIVE FEEDBACK?

• Being afraid about the others’ reaction

• Believing that nothing will change

• Not wanting to hurt the relationship

• Not feeling comfortable to have this

type of conversations
• Bad past experiences

• Being afraid of regretting it

afterwords

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THE NON EXISTENT FEEDBACK

Paul is the Procurement Director of a distribution

company and manages a team of five direct reports. Paul
had worked in the Sales Department before, but a
strategic restructuring of the company appointed Paul, 4
months ago, as the new Procurement Director. Paul is not
happy with the performance of one of his team members.

Nicoleta is working in the Procurement Department for 2

years. According to Paul’s perspective, she is not
interacting correctly with the other departments (Sales
and Financial) making it difficult to keep the client
satisfied and to respect the financial needs of the
company. Consequently, Paul is undertaking all the
communications and projects with these two
departments…

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THE NON-EXISTENT FEEDBACK
SOME OF THE POSSIBLE THOUGHTS IT CAN GENERATE
Paul doesn’t care
about me or what I
Paul wants to control am doing
the relationship with
the Sales and the
I don’t know what Paul
Financial Departments
thinks about my
performance

I believe Paul Paul is not happy

prefers that I only about my work. What
take care of the can I change?
administrative parts
of our processes

NICOLETA
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A FEEDBACK MODEL

Context in which the situation that prompted the feedback has occurred
C
CONTEXT
“I would like to talk with you about our relationship with the client ABC. Yesterday in our meeting with the client, I
noticed that some of the client’s request were not taking into consideration in the proposal.”

Clear and specific description of what has happened

O
OBSERVATION
“In the proposal the specification X, which was crucial for the client, was not fully covered and the maintenance
extension of 1 for 1,5 years was not described…”

I
The consequences for others and/or the organization
“The client was not satisfied with our approached and called me later to express his disappointment and to let us
know that we wants to consider other alternatives to our proposal…”
IMPACT

N
Agreement on how to move forward
“I recommend that you…”
“How do you think that situation should be handled?”
NEXT “What will you do to guarantee that this situation will not happen again?”
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ABOUT THE POSITIVE FEEDBACK…

• Recognize the achievement and the

improvements

• Show why they are important

• Avoid the “but”

• Don’t wait for outstanding things to give

positive feedback

• Ask yourself: how much time do I

invest when proving positive feedback?

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LET’S PRACTICE

You work in the Financial Department of XYZ company.

Anastasia is a very reliable member of your team. She has
been assigned to be the project leader of an internal project
that demand a strong coordination with Marketing and
Operations.
In the last project meeting, some strange things happened.

Anastasia did not bring the data analysis she was supposed
and did not pre-notice the rest of the team.

When Mark, the marketing guy, asked if it was possible a 2-

week postponement, Anastasia did not react well. From that
moment on, Mark and some other people did not participate
more in the meeting.

You are going to give feedback to Anastasia.

Note: Add all the info you think is necessary.

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