Providing Feedback - How Are You Doing?

Step 3 of Managing Performance
Provide Feedback



Feedback is the breakfast of champions
Ken Blanchard



Do you remember receiving positive feedback from someone you respected? How did it make you feel? Proud? Happy to be recognized? Valued? Satisfied about your work?

There are so many positive reactions to receiving feedback – most team members appreciate ANY kind of feedback – positive is good, negative is usually accepted as helpful and that’s what they really want: “Tell me how I can do better”.

But you have to be in a position to provide feedback, don’t you? As a leader, you must be able to provide people with the useful, constructive information they can put to work. So you need to give them something to work with.

I like the simple formula of Situation + Behavior = Impact. It’s direct, to the point, deals with the facts – just the facts.

When you’re talking with a team member, describe the situation you observed, describe the behavior you observed and conclude with the impact created.

A simple example: “Jane, this morning in the client meeting (that’s the situation), you fumbled for the answers to two questions (that’s the behavior) that you should have known; as a result, (here’s the impact) the client may now view us as unprepared and not competent to handle this project.”

Now where does the conversation go from here? No need for Jane to be defensive – you stated the facts about being unprepared for two questions that should have anticipated. She can only agree with you.

Your tone is not punitive, you’re merely talking with Jane. But now, you’re both in a position to discuss how to rectify the situation and how to keep it from being repeated.

This is the necessary win-win: Jane won’t let happen again, she’s in agreement with your feedback and together you can create a plan of action to deal with the client in this instance AND prepare for how you’ll both want to handle client meetings in the future.

Jane walks away knowing she’s learned something and you have provided the feedback and guidance a leader should be able to give.

I like this comment and how it relates to feedback:
Progress always involves risk;
you can't steal second base and keep your foot on first.
Frederick Wilcox

Too many leaders and managers avoid the straightforward feedback any team member deserves – why? Are they afraid to confront someone, to take that risk, are they timid about speaking of what’s happened, do they think it’ll fix itself next time and nothing needs to be said? “You can’t steal second base and keep your foot on first.”

Any of these are poor excuses for a leader to avoid providing feedback. People want it, they need it and their performance (and yours!) can depend on it!

Give feedback – make it positive to reinforce something that went well – you’d like to see that happen again! Make it negative (constructive) when something needs to be corrected.

Here are considerations in providing feedback that you will want to keep in mind:


• Be descriptive - specific and observable -- rather than inferential which is interpreting what has happened

• Describe behavior and impact as well as the consequences of the observed behavior

• A suggestion of what might be preferred

• Timing and circumstances (make it a private conversation – NEVER PUBLIC – and determine if the person is mentally ready to receive your comments (is there horrendous personal ordeal that may make it better for you to talk at another time?)

• Provide the feedback as soon after the event as possible

Remember: Situation + Behavior + Impact

Now take a look at your own practices based on the statements below – determine whether you’re

Satisfied with your own performance or
Not Satisfied with the effort you’re making here
Also decide the Importance of each practice to your success and to your team members’ success.

• I let people know when results are not up to expectations.
• I accurately define strengths and developmental needs in others.
• I encourage personal and professional growth.
• I give timely, specific and constructive feedback.
• I stimulate others to make changes and improvements.
• I let people know when they are performing well.
• I create an atmosphere of trust with open and honest conversation.
  
  Here are some resources that can help you Provide Feedback; these suggestions include tools you may recommend to someone when you are providing feedback

Providing Performance Feedback (online or classroom course)

Delegating (online or classroom course)

Effective Discipline (online or classroom course)

Supporting Change (online or classroom course)

Solving Workplace Problems (classroom course)

Leading Successful Projects (classroom course)

Motivating Team Members (online or classroom course)

How about Receiving Feedback!?!?

Do YOU know what team members think about you and your practices? Wouldn’t it be MOST useful to you to understand their perceptions as well as that of YOUR boss as compared to your own outlook on you?

Two resources are exceptionally outstanding for this purpose:

1. A highly effective technique that provides employees with a reflection of their performance is 360-degree feedback - collect feedback from a full circle of co-workers and customers. Our preferred 360-feedback system, 20/20 Insight GOLD -- provides the basis for improving performance by being the mirror of how others see our performance.

2. Everything DiSC 363 for Leaders - three personalized strategies for improving leadership effectiveness.

So whether you're giving or receiving feedback, there are ways to do it right and ways to do it wrong. Make the most of your feedback opportunities.