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Constructive Feedback

How To Give Constructive Feedback

Feedback is a Response to an Action or Situation. It is part of the organizational communication process, and it is essential for every effective manager to put into practice such good communication skill. Although feedback may seem unsolicited in some cases, it is always triggered by an action (or lack of) or a situation.

Objectives

What is Constructive Feedback?
Factors to consider while giving Constructive Feedback.
Seven Key Aspects of Feedback.
Feedback Model.
Sharing Feedback – Dos and Don’ts
Different People need Different Feedback
Example of Constructive Feedback

Factors to consider while giving Constructive Feedback

• Timing

Make sure the time is right. The sooner the better, but if you're upset about the situation - or your employee is - take a "time-out."

• Choose Your Words

Saying, "You need to do..." or "You're not doing this properly," can put the receiver on the defensive from the get-go.

Instead, say "I noticed that..." or "I understand that..." Beginning feedback phrases this way discusses the action or behavior that needs to be changed, not the person.

• Start with the Positives

Positive feedback acknowledges good contributions and work well done. Give specific examples of what the receiver did well.

Let the receiver know the positive impact their contributions had on the department or organization, so they understand the results - this also lets them know that you see it and appreciate it.

Factors to consider while giving Constructive Feedback

• Be Descriptive and Talk About Facts

Discuss what happened, not how you feel about what happened. Focus on the situation, describe it, and stay objective.

Give a reason why it's an issue and state the impact it had on the rest of the staff, the organization, or the customer.

• Collaborate for Ideas for Improvement

It's not up to you to produce all the solutions by yourself - although you can offer suggestions that you think would be helpful.

Make a point of involving the recipient in this crucial part of the feedback process. This way, the recipient has some

involvement in decision-making, which will result in a greater commitment to see that it's implemented.

Seven Key Aspects of Feedback

1. Focus on the Behavior! (Not on the person)

2. Solicit employee’s input

3. Be honest and articulate

4. State facts and observations; explain interpretations

5. Be precise, not vague

6. Keep it about the business, not personal

7. Don’t tell them what to do, help them make their path

Feedback Model

1. Step 1 – Describe the Behavior

Use examples while explaining why the behavior displayed was not appropriate.

2. Step 2 – Explain the Importance

Explain the importance and the impact of their work on the team, department, and the organization, at large.

3. Step 3 – Mutually Agree on Action Plan

Come to a common ground with the employee and get their agreement on the devised action plan. If the do not agree, then go back to Step 2.

4. Step 4 – Remind them of Past Success

Inform your employee of their achievements of the past, and that similarly this challenge too can be conquered.

dos

• Give feedback in private!

And praise in public.

• Get their inputs!

“What was happening that I missed?”

“What was the situation from your perspective?”

• Give Feedback on what you observed!

Don’t talk about what you feel or have heard.

• Talk about Past Success!

Let them know that you are confident that they can do it.

don'ts

• Don’t use labels!

Talk about the Behavior

• Don’t overwhelm them with too much information!

Let them work and improve on certain areas of improvement, and once achieved, then share the remaining feedback. Too much feedback to work on at a time, might discourage the employee from working on the feedback.

• Don’t use the word ‘BUT’ and ‘Have to’!

‘But’ and ‘Have to’ have the tendency of negating everything that you might have said before.

• Don’t corner them!

Cornering or targeting an employee would make them defensive and the feedback will never be worked upon.

• Don’t assume!

Assuming that the employee has heard it the way you meant to say it could be unproductive. Check for their understanding and perhaps even rephrase it for you.

• Don’t put them on the spot!

Be sure to have a few next step ideas.

Different People need Different Feedback

Ms. Logical

Straight talk
Keep it short
Use facts and evidence
Plan and research before hand

Dr. Relations

Be coach, not friend
Choose a comfortable setting
Separate perception from reality

Mr. Fragile

Ask how they want the feedback
Show factual implications
Stay in control and available, but limit time

Different People need Different Feedback

Ms. Strong Performer

Spend a significant amount of time on what she did well, even if you believe it’s understood.
Share both constructive and positive feedback.
Spend time discussing on how she can improve, even if you think they are doing very well.

Mr. Difficult

Keep it about the business. This is not personal!
“Can you provide examples that will show me what is wrong about my assessment of your performance?”
“What do you think that I am misunderstanding about the performance that I have observed?”

Example of Constructive Feedback

Stan is an employee who is always handing in his reports on time but with errors. How would you give him a constructive feedback?

Stan, over the last few weeks I have noticed that you are timely handing in of your reports, though with a number of errors.
I am concerned about this because when the reports have errors, our customers don’t get the correct invoices.
I need your reports to be correct 100% and on time.
Stan, what can we do to resolve this challenge?

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How To Give Constructive Feedback

Objectives

Factors to consider while giving Constructive Feedback

Factors to consider while giving Constructive Feedback

Seven Key Aspects of Feedback

Feedback Model

dos

don'ts

Different People need Different Feedback

Different People need Different Feedback

Example of Constructive Feedback

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