This article is one of six articles in the mini-series “Feedback Is A Gift” to help you navigate these uncomfortable conversations that crop up year-round.
“I don’t know how to tell him that he’s causing a lot of re-work.” This is a familiar phrase in workplaces around the globe. It’s much simpler to give positive feedback than to offer constructive feedback. “Great presentation” is music to our ears. It boosts our self-esteem, increases motivation, and makes us feel good. However, hearing constructive feedback can feel like a deflating experience, and depending on the person and the context, it might even sap motivation.
The truth is, employees want feedback. According to a recent study, 82% of employees appreciate both positive and negative feedback. This underscores the importance of delivering feedback in a constructive and empathetic manner. The individual giving feedback can influence whether the receiver emerges from the conversation feeling confident and inspired or threatened and misunderstood. Giving feedback is a nuanced art and science that fuses emotional intelligence (EQ) and tactical feedback models.
Table of Contents
Preparing to Give Feedback
Before giving feedback it’s crucial to identify the desired outcome. With this objective in mind, consider the following:
- Consider the relationship: Reflect on the relationship you share with the person you’re about to engage with – peer, manager, direct report. This will significantly influence the tone and setting of the conversation
- Empathize: Put yourself in the other person’s shoes. Ask yourself “How does this individual typically communicate, and what’s the best way to approach the conversation?”
- Timing and Place: Identify the optimal time and place, taking into account the context of your feedback.
Feedback Techniques and Models
Use one of the 5 feedback techniques to give feedback next time you’re talking to an employee or colleague:
- Sandwich feedback model: very common and effective when you have a small amount of constructive feedback to give. The steps:
- Start with a positive comment
- Provide constructive feedback
- Conclude with praise
- 3×3 feedback model: balances 3 constructive comments with 3 positive comments. It’s suitable for direct conversations, specifically when the individual has a directive or reflective communication style and when you share a strong rapport. The steps:
- Provide 3 positive comments
- Accompany with 3 constructive comments
- Limit constructive comments to no more than 3 as it’s challenging to improve more than three areas at once.
- Pendleton feedback model: Engages the receiver in the feedback process, fostering dialogue. It is useful when giving feedback to someone with an emotive, supportive, or reflective communication style. The steps :
- Let the receiver discuss what they think went well
- Reinforce their comments and highlight what led to those good results
- Discuss together what can be improved and how
- Feedforward feedback model: Focused on the future rather than dwelling on the past. It’s useful for fast paced environments and projects. Use this technique to avoid negative emotions and defensiveness. It can be applied to all communication styles. The steps:
- Identify areas of improvement
- Avoid giving feedback on past events
- Embrace new ideas without critique or judgment
- W.R.A.P. feedback model Designed for addressing issues with candor and specificity. Suited for directive and reflective communication styles. W.R.A.P. stands for:
- What/Where: state what happened and where it’s happening
- Reason: describe why the action(s) requires attention
- Affect: explore issues the actions cause
- Prompt: Ask the receiver to suggest strategies and solutions
After the Conversation
Remember, feedback is a continuous process. Make it a habit to provide feedback consistently, both positive and constructive. Over time, you will increase your comfort level and strengthen the relationships between you and those on the receiving end. Since feedback is a two-way street, always remain open to follow-up questions, check-in meetings and receiving feedback from others. It’s a journey of growth and mutual development that never truly ends.
