| Feedback is such an important communication tool. | | | | approach is based on specific, sincere information. For |
| Openness, honesty, candor, trust -- all of these are | | | | example: "Mary, when you presented the results of the |
| hallmarks of high performance teams and | | | | team's customer satisfaction survey, your charts were |
| organizations. Good feedback skills are essential to | | | | very clear and easy to understand (what). They made |
| any relationship.Feedback is important because:- It | | | | it easy to identify which areas we need to work on to |
| prevents small issues from festering into | | | | make our customers happier (why).."Feedback for |
| unmanageable problems.- It builds trust in relationships.- | | | | Improvement - Feedback for improvement is given |
| It promotes personal and professional growth.- It | | | | about situations which did not go well, or which could |
| acknowledges individual and team accomplishments.- It | | | | have been better. In this case, it's important to tell the |
| clears up misunderstandings.- It is a way to | | | | person specifically what could have been said or done |
| acknowledge and recognize team members' skills and | | | | differently, and why that would have been more |
| contributions.As a result, effective feedback makes life | | | | effective.The approach to giving feedback for |
| at work a great deal easier and more rewarding.So | | | | improvement is:- Describe what was said or done,- Tell |
| how do you give someone effective feedback? First, | | | | what would have been a better approach, and- Why |
| ensure your intention is to be helpful and supportive, | | | | that would have been betterMake sure your "What, |
| rather than to "slam." Check to make sure the person | | | | What and Why" approach is based on specific, |
| wants and is ready to accept feedback, if you haven't | | | | sincere information. For example: "George, when you |
| been asked to provide it. Before providing your | | | | commented on Ted's report, I felt your remarks |
| feedback, ask the person for their assessment of the | | | | sounded sarcastic and not specific enough to be |
| situation.But, how do you say it? What words do you | | | | helpful (what). If you tell Ted exactly what additional |
| use that will ensure the message is delivered properly? | | | | information is necessary (what), he'll be able to |
| Be specific. Describe the actual behavior you | | | | incorporate the information you feel is needed when |
| observed, not personality traits. Avoid generalities, | | | | he revises the report (why).."Receiving |
| vague statements, and inferences. Use "I" statements: I | | | | FeedbackThere's also special skill required when |
| saw..., I heard..., I felt... Describe the impact of the | | | | receiving feedback. If you ask for feedback, be sure |
| behavior on you: "I felt...when you..." Be sincere with | | | | you are ready to receive it. Actively listen with your full |
| your comments. Don't say that something was good | | | | attention. Ask for specific examples of what you did |
| when you don't really believe it.It's important to give a | | | | well and what could have been better. Ask questions |
| balanced mix of both positive feedback and feedback | | | | to clarify, and paraphrase to check your understanding. |
| for improvement. Try to end with a positive comment. | | | | Don't resist the feedback and avoid being defensive -- |
| Be sure that the feedback recipient has understood | | | | don't explain, rationalize or justify. Listen for the impact |
| your comments. Encourage a response.Another | | | | your behavior is having on the other person. Consider |
| important point. Consider timeliness. Don't "store up" | | | | carefully whether, and how you want to change your |
| feedback of either kind and dump it on a person. | | | | behavior. Let others know immediately so they can |
| Feedback is much more effective if provided close to | | | | support you. Ask for help and assistance, if |
| the time the behavior actually occurred.There are two | | | | appropriate. Most importantly, thank others when they |
| types of feedback -- Positive feedback and feedback | | | | provide you feedback. They have taken a risk to help |
| for improvement.Positive Feedback - Positive | | | | you grow.Remember: Feedback is a gift, a unique |
| feedback is information about what someone did well. | | | | learning opportunity. Whether you agree or not, it has |
| There's a very simple approach you can use when | | | | value because it represents a set of perceptions |
| giving positive feedback.- Describe what the person | | | | about you and your behavior.Denise O'Berry (aka |
| actually did or said, and- Why this statement or action | | | | 'Team Doc') provides tools, tips and advice to help |
| was effective.Make sure your "What and Why" | | | | organizations build better teams. |