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Giving Better Feedback at Work

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Giving Better Feedback at Work

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VICTOR Mon
VICTOR Mon
Mexico

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Giving Better Feedback at WorkOnline version

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by VICTOR Mon
1

Use the Situation - Behavior - Impact model to you . Describe the specific situation in which the occurred . Try to keep this description short and succinct . Give observable descriptions of the behavior in question . Avoid inflammatory . Describe the result of the behavior and how it affected others .

Don ? t give the " feedback sandwich . " Though many of us like to open with a compliment and end on a high ( ) note , putting the negative meat in the middle may mean that it gets lost in the feedback sandwich , One potential problem is that we often remember the first and things we hear in a conversation . The in the middle may get buried . Another problem is that when we hear praise we often begin to brace ourselves such that we fail to appreciate the initial positive . We may think that compliment is meant to the blow .

Instead , use radical candor . According to Kim Scott , radical candor requires that you show that you before you offer a critique : " caring personally while challenging directly . " You can show you care by others , listening attentively , and thanking people .

why you ? re giving this feedback . Starting with your intention can lower defenses . In one study , researchers made feedback 40% more effective by prefacing it with this : " I ? m giving you these comments because I have very high expectations and I know that you can reach them . "

Level the playing field . People naturally feel by negative feedback . To minimize this reaction , make yourself vulnerable and human . You might say something like , " I ? ve grown a lot from managers ? and friends ? feedback , and I ? m trying to pay that forward . "

2

if they want feedback . For example , " I noticed a couple of things about your work recently . Are you interested in some feedback ? " If take ownership of receiving feedback they will be more open to it and less defensive .

If you see a problem , offer feedback immediately or thereafter , depending on the situation . The sooner the better , because people may not remember the you ? re describing .

If at all , deliver any negative feedback in private rather than in public . Positive feedback delivered in public is typically welcome , and it ? s a good to reinforce behaviors you want . However , some people are embarrassed and uncomfortable with public . If you ? re unsure , ask them .

Pay attention to your non - verbals and facial expressions you deliver feedback . How you say things is just as important as what you ? re saying . Researcher Marie Dasborough studied feedback by observing two groups : one members received negative feedback accompanied by positive emotional signals such as nods and smiles , and the other whose members received positive feedback delivered critically , with frowns and narrowed eyes . People who received positive feedback by negative emotional signals reported feeling worse about their performance than participants who received good - natured negative feedback . The delivery of feedback can often be more important than the itself .

 
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