In my last entry, I promised to write about how to give constructive feedback at work. In preparation, I reviewed all the models, articles, and books I have on the subject. (And there are lots of them!)
Are there common themes? And do they match my experience? It turns out there are, and they do. So, with thanks to all who’ve written on this before me, here, presented in two checklists, is my take on giving feedback. Oh, please keep in mind that the suggestions are not for the “lunatic fringe,” but for folks you believe have a reasonable chance of success!
Pre-Feedback Checklist
Know your goal for the conversation. It is to develop the person, strengthen the relationship, prepare them for a “job change?” Beware if your goal is to prove a point or to be right.
Consider your mindset. Are you open to input – to other views on the current situation and to alternative solutions? Be clear what you’ve observed and want to change, but be willing to modify it in light of new information.
Be aware of your emotions. Heightened feelings can make your message harder to hear and to deliver. Calmer is better.
Think about how you will show your support without diluting the message that change is needed. You don’t need to lather on praise for what they are doing well. Reinforcing your belief in them is usually enough.
Feedback Conversation Checklist
Describe the situation clearly. Time, place, circumstances.
Describe the behavior. “Here’s what I saw and heard.”
Keep these descriptions focused and concise. Leave out your assumptions.
Clearly state the impact of the behavior. On you, the individual, the team and/or the organization.
Ask questions that check for understanding and agreement.
Engage the person in mutual problem solving. This is a dialogue.
Get and give commitment to change/next steps and to follow-up.
And, please, if I’ve missed one of your keys to success, I hope you’ll give me feedback!