Giving Feedback 158

8/6/2019 Giving Feedback 158

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iExpertiExpert

The Art of Giving Feedback

Illustration by Krishna Kumar T


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God grant me the serenity to

accept the things I cannot change,

the courage to change thethings I can,

And

the wisdom to know the difference


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Constructive Feedback

Positive Developmental

Constructive feedback improves Interpersonal relationships

Feedback must be honest , based on facts , observable behaviour

Honesty promotes TRUST amongst groups

Feedbacks are results of perceptions.

Before giving the Feedback one needs to prepare.

This helps to bring Adult to Adult conversation.


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Steps for Preparation

Set SMART GOALS & Document

This is done at the beginning of an assignment / year.

This brings clarity & acceptance from the recipient too

In case of changes important to document the changes

The Research work : Few Questions to be addressed are

What Happened?

What were the expectations?

Why are we providing feedback?

STEP I

STEP II


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What Happened?

The challenge is toThe challenge is to LISTENLISTEN rather thanrather than

getting judgmental about WHAT thegetting judgmental about WHAT the

recipient is saying or HOW they arerecipient is saying or HOW they are

saying it.saying it.

The focus therefore is on the INTENTThe focus therefore is on the INTENT

rather than STYLErather than STYLE


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What were the Expectations?

Revisit the GoalsRevisit the Goals

Helps to Bridge the GapsHelps to Bridge the Gaps

Highlights areas of ImprovementHighlights areas of Improvement

Helps to build on Strengths & priorHelps to build on Strengths & prior

successsuccess

Accentuate the POSITIVE

- The WHALE DONE approach


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Why are we providing feedback?

Must be done with utmost care & must notMust be done with utmost care & must not

appear Casualappear Casual

Done to ensure continuous improvement in theDone to ensure continuous improvement in the

performanceperformance

Help to motivate & strengthen the PositivesHelp to motivate & strengthen the Positives

Learning from past mistakes or failures and seeLearning from past mistakes or failures and seethe impact on the organization.the impact on the organization.

Opportunity to work out actionables for futureOpportunity to work out actionables for future


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Two dimensions to feedbackTwo dimensions to feedback

Challenge

Support


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High Challenge

High support

Low support

Low Challenge

Good, carry on,

seems to be

working


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High Challenge

High Support

Low Support

Low Challenge

In passing,Unspecific,

Dismissive


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High Challenge

High Support

Low Support

Low Challenge

That was

great,

youreobviously

trying hard


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High Challenge

High Support

Low Support

Low Challenge

Patronising,

General,Safe


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High Challenge

High support

Low support

Low Challenge

Well that could

have beendone better why

did you not

focus more,

early on..?


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High Challenge

High support

Low support

Low Challenge

Critical,Induces defensiveness,

Paralysing


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iExpertiExpertTwo dimensions to feedbackTwo dimensions to feedback

High Challenge

High support

Low support

Low Challenge

A good effort.

I could see how you

were drawing the

feelings out Iwonder if you

got to the crux of

the matter?


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High Challenge

High Support

Low Support

Low Challenge

Focused,

Attentive,

Threatening?



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A selection of some toolsA selection of some tools

Tool 1: Pendletons RulesTool 1: Pendletons Rules

Tool 2: NonTool 2: Non--judgemental feedbackjudgemental feedbackTool 3: Observation versus deductionTool 3: Observation versus deduction

Tool 4: PiTool 4: Pi

Tool 5: SET GOTool 5: SET GO

Tool 6: Unacceptable behaviourTool 6: Unacceptable behaviour


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Pendletons RulesPendletons Rules(Pendleton D, Schofield T, Tate P, Havelock P. The New Consultation. Oxford University,(Pendleton D, Schofield T, Tate P, Havelock P. The New Consultation. Oxford University,

2004.)2004.)

The recipient first performs the activityThe recipient first performs the activity

Questions then allowed only on points ofQuestions then allowed only on points of

clarificationclarification

The recipient then says what they thought wasThe recipient then says what they thought wasdone welldone well

The Manager/Lead then says what they thoughtThe Manager/Lead then says what they thought

was done wellwas done well

The recipient then says what was not done so well,The recipient then says what was not done so well,and could be improved uponand could be improved upon

The manager/lead then says what was not done soThe manager/lead then says what was not done so

well and suggests ways for improvements, withwell and suggests ways for improvements, with

discussion in a helpful and constructive mannerdiscussion in a helpful and constructive manner


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NonNon--Judgemental FeedbackJudgemental Feedback

Evaluative/JudgementalEvaluative/Judgemental

The beginning wasThe beginning wasawful, you just seemedawful, you just seemed

to ignore him/her.to ignore him/her.

oo The beginning wasThe beginning wasexcellentexcellent -- great stuff!!great stuff!!

DescriptiveDescriptive

At the beginning youAt the beginning you

were looking at thewere looking at thenotes, which preventednotes, which preventedeye contact.eye contact.

oo At the beginning youAt the beginning you

gave him/her your fullgave him/her your fullattention and neverattention and neverlost eye contactlost eye contact youryourfacial expressionfacial expressionregistered your interestregistered your interestin what he/she wasin what he/she was

saying.saying.


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Observation versus DeductionObservation versus Deduction

Separate behaviour and interpretationSeparate behaviour and interpretation

Make interpretations tentativeMake interpretations tentative

E.g.E.g.

II noticednoticed at this stage that you moved more in your seat, andat this stage that you moved more in your seat, andyour face became red, Iyour face became red, I wonderedwondered if you might be embarrassed?if you might be embarrassed?

I saw you look at your watchI saw you look at your watch andand thought you might be boredthought you might be bored

I saw him talking with his hand over his mouthI saw him talking with his hand over his mouth andand wondered ifwondered if

he was lyinghe was lying


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Pi (Pi (TT

)) Point / IllustrationPoint / Illustration

Make sure the recipient knows what youreMake sure the recipient knows what youretalking about!talking about!

Along with a feedback point, give an exampleAlong with a feedback point, give an example

PPointoint

IIllustrationllustration


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Point / IllustrationPoint / Illustration

PointPoint

Id like you to useId like you to usemore open questions atmore open questions atthe beginning of thethe beginning of the

discussion.discussion.

IllustrationIllustration

Why not ask theWhy not ask thecustomer at thecustomer at thebeginning How can Ibeginning How can I

help?help?


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SETSET--GOGO

(Silverman et al.)(Silverman et al.)

What IWhat I SSawaw

WhatWhat EElse did you see?lse did you see?

What does the recipientWhat does the recipient TThink?hink?

WhatWhat GGoal are we trying to achieve?oal are we trying to achieve?

AnyAnyOOffers on how we should get there?ffers on how we should get there?


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Unacceptable BehaviourUnacceptable Behaviour(8 Useful Tips)(8 Useful Tips)

1. Check if person is OK before you start1. Check if person is OK before you start

2. Use a wake2. Use a wake--up, warning phrase:up, warning phrase:Theres something very serious I have to sayTheres something very serious I have to say

3. Say, very simply, what is not right3. Say, very simply, what is not right

4. Give an example as appropriate4. Give an example as appropriate

5. Relax the tone to allow for a positive response5. Relax the tone to allow for a positive responseusually an offer to improve ensuesusually an offer to improve ensues


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Feedback Must BeFeedback Must Be

Factual

Clear & Direct

Specific

Timely

Understood & Accepted


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Making ChangesMaking Changes

Whats easy and whats notWhats easy and whats notDifficult

Easy

Job SkillsTime & Work

ManagementKnowledge Attitude Habits

Personality

Characteristics

Source: Harvard Business Review


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Some complaints about FeedbackSome complaints about Feedback

Not enough feedbackNot enough feedback

Too much feedbackToo much feedbackToo much negative feedback, not enough positiveToo much negative feedback, not enough positive

Unfair feedback (jumps to conclusions)Unfair feedback (jumps to conclusions)

Vague feedback (a look, a comment like why did youVague feedback (a look, a comment like why did you

do it that way?)do it that way?)Too hurried or rushedToo hurried or rushed

Feedback too long after the event (happened monthsFeedback too long after the event (happened months

ago)ago)


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Write in with your feedback atcontact @i-expert.biz

Hope you find this useful&

easy to read

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