Effective feedback, along with feedforward, forms the bedrock of successful management. Despite its crucial role, mastering this skill is a challenge for many leaders however.
I worked under 14 different managers during my 11 years at Google and experienced a wide spectrum of feedback styles - some managers excelled at it, while others fell short.
Here is what good feedback looked like: (and there was a lot of it!)
✅ It was timely e.g. feedback about a presentation right after the presentation.
✅ It didn't come as a surprise.
✅ My manager had my best interest at heart. They had my back.
✅ My manager offered thoughtful suggestions and actively contributed to my growth. This could mean capitalizing on something I did well by suggesting a relevant stretch opportunity, or recommending a training course or mentor to enhance a skill I felt short on.
✅ The feedback was clear, accompanied by specific examples, leaving no ambiguity about what was being discussed.
✅ It was honest.
✅ After the feedback, we would engage in a dialogue, ensuring it was a two-way conversation where my input was heard and valued.
✅ It was actionable.
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Here is what bad feedback looked like: (and there sure was a lot of that, too!)
❌ It was totally random: "I'd love to talk to you about your coaching skills for the first time ever. I thought this would be a good time to do that. No particular reason. It's just that they are great. You are great. Have a nice day."
❌ You could just sense the obligation behind it, totally lacking any genuine feeling. Like during a performance review, or perhaps just after they've sat through a manager's training session that hammered in the point "you should give feedback."
❌ Then there was the all-encompassing gem: "Yeah keep doing what you're doing!" Oh, the insight! I mean, do they even have a clue what I do?
❌ The feedback was hearsay, almost gossip-like in nature. "I heard so and so (who, by the way, is the office bully) say this and that about you. Now, I haven't seen it with my own eyes, didn't bother to verify, and honestly, I'm not sure what my point is, but I thought you should know. After all, so and so didn't make such comments about someone else, so maybe there's something to it?"
❌ And then, the classic sh** sandwich approach: "You know, you're great at communication. But about your presentation the other day, it lacked the usual passion. However, don't forget, you are a fantastic communicator, so keep up with the great communication! Good job!"
❌ It was delivered like a hit-and-run. They drop their two cents and poof! Gone in a flash.
❌ Individual feedback was given in a group setting, like in a team meeting or on the floor where everyone is working away, adding an extra layer of judgment and embarrassment.
❌ It was vague. "It'd be great if you improved your presence. Thanks a million"
❌ It was exaggerated and dramatized. "So and so said that because you asked for a status update on the project they're supposed to be working on, and you're meant to be overseeing, they felt patronized, interrogated, and under attack."
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So why do we give feedback?
Is it truly necessary?
What are the outcomes when feedback is delivered?
What sets apart managers who excel in providing effective feedback from those who do not?
How can managers improve their feedback skills?
And how crucial is this skill in the first place?
Let's delve into these questions for a deeper understanding.
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RESEARCH ON FEEDBACK:
A Zenger/Folkman study, titled "Feedback: The Powerful Paradox" highlights that 43% of managers experience stress when delivering feedback. Key findings of this study include:
Leaders are twice as likely to provide positive feedback as they are to offer corrective or negative feedback.
A significant demand for more feedback exists among employees. Nearly two-thirds of surveyed employees believe that more feedback would substantially enhance their performance and career prospects.
A majority, 64%, of respondents felt they were not excessively praised or recognized.
An overwhelming 94% of those who receive feedback believe that their performance improves when corrective feedback is delivered effectively.
63% of feedback recipients perceive that they receive more positive feedback compared to negative feedback.
Although 62% of leaders consider themselves highly effective at giving honest, straightforward feedback, other studies indicate that 60% of employees report not receiving any valuable feedback in the last six months.
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EFFECTIVE FEEDBACK STRATEGIES
The findings from the Zenger/Folkman study emphasize the importance of effective feedback strategies. Let's explore a five-part strategy for delivering feedback effectively.
1. Consistency is Key: Feedback should be a regular, not just an occasional, part of interactions. Providing feedback continuously, beyond just performance reviews, fosters a robust relationship between managers and their reports.
2. A Balanced Approach: Employing both positive and constructive feedback is essential. Regular practice in giving and receiving various types of feedback promotes professional growth.
3. Fostering Growth: Implementing both feedback and feedforward techniques is beneficial. By combining reflections on past actions with actionable suggestions for future improvements, this method motivates and empowers team members by focusing on their potential and development.
4. Ally, Not Adversary: Deliver feedback from the standpoint of an ally rather than an opponent. Ensure that the feedback is supportive and constructive, aimed at helping rather than hindering.
5. Specificity Matters: Direct the feedback towards specific situations instead of generalizing it as a critique of the person. This approach helps in targeting the issue without personalizing the problem.
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The SBI(+NS) Model for Feedback:
To put these strategies into action, the Situation-Behavior-Impact (SBI) model offers a well-structured approach. It delivers a clear framework, maintains attention on the specific situation rather than the individual, and safeguards against personal biases influencing the feedback.
Situation: Describe the specific context of the behavior.
Behavior: Focus on the observable actions, using non-judgmental language.
Impact: Explain how the behavior affects the team or project.
(Bonus Track) Next Steps / Way Forward: Provide actionable suggestions or ask the recipient for their ideas on how to improve or continue the positive behavior. This step is important as it turns feedback into a constructive dialogue, focusing on growth and future development.
Example of Constructive Feedback using SBI:
Situation: "During yesterday's team meeting when we were discussing project timelines..."
Behavior: "I noticed that you interrupted your colleague several times while they were presenting their section."
Impact: "This not only disrupted the flow of the presentation but also seemed to discourage open discussion. I observed it impacted the team’s ability to collaborate effectively at that moment."
Next Steps: "Moving forward, I suggest allowing each team member to complete their part without interruption. Perhaps we can hold questions until the end, or jot them down for the Q&A session. What do you think?"
Example of Positive Feedback using SBI:
Situation: "In our client meeting last Thursday..."
Behavior: "You effectively articulated the challenges the client was facing and proposed well-thought-out solutions."
Impact: "Your insights and proactive approach visibly impressed the client and bolstered our team's credibility. It also set a great example of thorough preparation and client engagement for the rest of the team."
Next Steps: "Keep up the excellent work. I'd love for you to share your preparation process in our next team meeting, to help others learn from your approach. How does that land with you?"
In conclusion...
Feedback, when done right, is a powerful tool for growth. While it's common for managers to find this task stressful, the key lies in consistent practice, transforming it into a habitual part of their leadership style. Crucially, managers should deliver feedback with genuine care and concern for the individual's development. Authenticity is non-negotiable; insincerity in feedback is not only apparent but also counterproductive. Embracing a balanced feedback and feedforward approach, one that draws on past experiences to nurture future growth with a positive mindset, is essential for feedback to transcend mere formality (a box-checking exercise) and truly become a powerful tool for advancement.
#LeadershipDevelopment #Feedback #PeopleManagement #GivingFeedback #FeedForward #TeamGrowth #GrowthMindset #ManagementSkills #ExecutiveCoaching #LeadershipCoaching
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