Feedback’s Three Factors - Part 2 of 3 in Feedback

Personal Development: The Art of Giving and Receiving Feedback
Part 2 of 3 – Feedback's Three Factors

The previous post talked about avoiding the black hole of giving feedback based on references to attitude. So what's the right way to provide feedback so that it helps someone?

Giving Feedback consists of three important factors:

1. What you say
2. How you say it
3. When & Where you say it

1. What You Say – the Language of Feedback

There’s a difference between Descriptive and Inferential Language in providing feedback, so plan what you’re going to say.

Descriptive Language:  Noting or recording the facts or information you’ve gained through personal experience and other reliable sources of objective data. “Just the facts Ma’am.”

Inferential Language: Something implied, concluded, or assumed from information given; based primarily on your personal interpretation. “You’re attitude is terrible.”

Descriptive Language Examples

Reports what happened; sticks with observable facts

“You missed three deadlines…”

Uses action verbs; focuses on the behavior in question

“You shook your finger in his face and pounded your fist on the table…”

Is concrete, specific, qualified

“The report you submitted lacks a financial analysis and citations for research…”

Descriptive language allows for alternative explanations;

seeks to understand

Inferential Language Examples

Interprets what happened; assigns meaning and motives

 “You are so disorganized.”

Uses the linking verb “to be”; labels the person

“You become a tyrant…”
“You’re so stubborn.”

Is general, abstract, absolute

“Your work is (implies always) shoddy.”
“You don’t (implies never) follow up on details.”

Inferential language makes a judgment; relies on assumptions

2. How You Say It - delivering feedback is a skill set – a simple formula

Situation + Behavior + Impact

(+ Consequences) (+ Ask for the Team Member’s Recommendations)

Example:

(SITUATION) “Yesterday afternoon, Christine, in the team meeting when (BEHAVIOR), you pushed back your chair and whispered to Stan for several minutes while the rest of the group was discussing a sensitive issue, (IMPACT) I felt completely excluded and uncomfortable.”

(CONSEQUENCES) “It seemed that things which might have to do with the topic at hand were being shared privately.”

(ASK for the TEAM MEMBER’S RECOMMENDATION) “In future group discussions, what could be done differently to avoid the side conversations?”

How is that different from saying, “Christine, your attitude in meetings is so disrespectful and I don’t expect to see any more behavior like that.” ???

If you take a couple of moments to think out the specifics of the situation and describe the behavior exactly as it was observed, you’re in a position to also explain the impact of the behavior, its possible consequences and then involve the team member in figuring out how to better handle the situation.

Just what you wanted to do:

Set the stage for a behavior change

Set the stage for improving some aspect of performance

AND involve the team member in the resolution.

3. Where and When You Say It

Important considerations in delivering feedback to someone:

State of mind – if this was a hot issue, have you both had a chance to cool down?

 The giver and the receiver should be psychologically prepared

 Your motives – are you trying to help or castrate?

 Receiver’s tolerance level – is it all too much right now (maybe there’s  
 some huge personal issue influencing behavior here)

The team members ability to change – or are you discussing something that this person has NO ability to change?

Timing – did you save this for Friday afternoon when nothing can be done over the weekend? And are you dealing with the issue as soon as possible after the event?

Surroundings – are you being private with this discussion? NEVER let others overhear your remarks and the conversation; if you’re in a bad spot physically, arrange something private.

Giving Feedback Checklist:

Is this the right time to give feedback?

Is this the right place to give feedback?
Did you state the situation?
Did you state the observed behavior?
Did you state the impact?
Does the team member have a better understanding of what happened in this situation?
Did you avoid forming assumptions or drawing conclusions?

Solid Leadership + Strong Relationships = Success for Everyone

Tomorrow: Receiving Feedback

Let’s Talk ATTITUDE - Part 1 of 3 in Feedback

Personal Development: The Art of Giving and Receiving Feedback

Part 1 of 3 – Let’s Talk ATTITUDE - Your Potential Black Hole

In the context of performance feedback have you ever heard someone say: “You’re attitude is so bad.”?

Whether you've said it or you heard someone say it, what would you expect the receiver’s  response to be? Won’t they become defensive, perhaps challenging YOUR attitude, belligerently asking “What do you mean, MY attitude is bad?!?!?”

Well, this conversation is off to a very bad start – and actually this is a black hole that you’re going to have trouble getting out of - and lots of leaders/managers find themselves in it.

We all recognize attitude as a great thing about someone or a factor that makes us keep our distance from someone – there’s no doubt that attitudes exist, are visible and speak volumes about someone.

But “Attitude” as a behavior descriptor is a trap so many leaders/managers fall into – we intend to provide helpful constructive feedback, but actually just make the situation worse by not using specific examples to illustrate what we mean when we say “bad attitude”.

Stop and remember your purpose in providing feedback to a team member - isn’t it to:

Encourage and recognize the team member’s effort

Reinforce something good about his/her performance

Set the stage for behavior change – (you see a “bad attitude” and intend to address it)

Set the stage for improving performance

Ken Blanchard is credited with saying:
Feedback…the breakfast of champions.

And that’s what you intend to do – give this team member his/her Wheaties so they can be a champ, so let’s look at the best ways to get on track.

Keep in mind…

Effective feedback has a positive effect on a team member's performance. 

Feedback is defined as the process of providing someone accurate information about the impact of their behavior on themselves, you, others and/or the completion of a task.

Research shows that most team members say they don’t get enough feedback on a day-to-day basis. 

Feedback should be ongoing: effective leaders and managers don’t just provide feedback during formal annual appraisals. 

Feedback should be given on a daily basis, to let team members know how they are doing and that you value their work. 

Whether feedback is "positive or negative", given informally or formally, it's information that provides the opportunity to:

Encourage and recognize your team member’s effort

Reinforce something good about your team member’s performance

Set the stage for a behavior change

Set the stage for improving some aspect of performance

Strong Relationships + Solid Leadership = Success for Everyone

To finish the ATTITUDE discussion - here's my all-time favorite take on the subject

Tomorrow: Giving Feedback considers three important factors

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.