Feedback-Feed Now & Feed Forward (Communicating Like a Leader 2)…
Feedback-Feed Now & Feed Forward (Communicating Like a Leader 2)
How to give feedback?
fast company website 4 rules
No one cares about your opinion, only analysis matters.
A faulty analysis is easy to dismantle
Say the right thing at the right time.
no trivial details for the first draft
What sort of feedback will have the most positive effect on the final outcome?
If you have something nice to say, please say it.
Pointing out parts you liked best
puts you on the same side of the table as me
more likely that constructive criticism will be heard
Much more likely I will come to you for feedback in the future
being nice to people is fun
Give me feedback, no matter what.
A Managers Essentials Guide
No advice mode! or judging
You need to have your head down - observation!
Key Feedback Principles
Ensure it is goal referenced
Are we on track or should we change the course?
Ensure it is tangible & actionable
Don’t judge the person
cause a defensive or angry reaction
feedback will not be heard
Make it regular
I can reshape my performance
Make it timely & in the right location
give ASAP after an event or during project milestones
Build your awareness of your feedback approach
Make it a habit to give developmental feedback
Types of Feedback
highlight why or how the job was done well
how it linked to expected outcomes or behaviours
Developmental or Constructive Feedback
Building Positive Relationships
regular 1-1 meetings with staff so you know them as individuals
Be reliable – do what you say you will
Allow your staff to ‘speak up’ without fear
Common rating errors
one trait causes us to either rate that person high or low
often a cultural bias
grammar mistakes, for ex.
Leniency Снисходительность /Strictness Error
often made in an attempt to avoid conflict
Assessing might cause a significant degree of discomfort
Some students might give high ratings to all
Central Tendency Error
rate everyone in the middle of the scale
to allow more recent incidents to tip the scale in evaluation over an entire rating period
if you received an unusually high rating, you mark others riding the happy wave
evaluate a person relative to other students
We like people who are like us
Types of feedback
it's easy for the recipient to feel personally attacked
someone is consultant to another p/g
the feedback was requested
in writing or by e-mail, anonymously, in the media
feels much more like a personal attack
less likely to be effective
from every direction: supervisors, peers, subordinates, the community
a tool for improvement, not evaluation
generate new strategies, not to judge past performance
more likely to take it seriously if they hear it from a broad range of people & orgs
As both a provider and recipient of feedback, you have to be aware of the relationships involved, and of how they affect you and the other person.
more seriously a feedback from a friend
Make your feedback formative, rather than summative
Finger-pointing means saying "You're a jerk because you do X." An I-statement starts with "I": "I feel attacked when you do X."
so the person can clarify
If you truly believe the provider's impression is mistaken, discuss it. It's important that she, and perhaps others, have that impression, and it may need to be corrected.
A History of Feedback Research
The Law of Effect - Thorndike
Programmed Instruction Skinner
Feedback as Reinforcement
Feedback as Information
Major Models of Feedback
A Connectionist Model of Feedback Effects Clariana
A Certitude Model of Feedback