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The components of an excellent feedback

Francisco Homem de Mello

feedback

Instead of using a standard feedback model, it is much better to get out of those moorings and understand the best practices that make up excellent feedback:

AUTHENTIC

Believe in the feedback you are giving, and believe that it will bring a positive impact to the person, to the team, and to the company. Never use feedback to manipulate a person’s feelings, or for some political reason;

WELL-INTENDED

The motivation of giving feedback is the improvement of the feedback receiver, not the opposite. If your motivation is not genuinely a positive impact on your colleague’s life, do not do it;

NOT PERSONAL (IN THE RIGHT MEASURE)

Feedbacks should focus on behavior, not people. What can improve is how Tom from the financial office present results, and not who Tom from the financial office is. When the focus is on behavior, people feel less attacked, and have a much lower tendency to engage in denial or defensive behavior;

IN THE RIGHT MEDIUM

Compliments must be done in public. Explain why that behavior is being praised, and you can save dozens of other feedbacks as everyone who reads the compliment will understand the positive impact of the behavior and they’ll try to replicate it.

Improvement feedbacks, on the other hand, should almost always be done in particular, so that the person receiving it does not feel exposed to its colleagues in a moment of potential fragility;

CUSTOMIZED

Adapt the feedback given to the style of the person receiving it. Some people are more sensitive, while others have thicker skin. For each, the way of giving feedback should be different;

STRAIGHT TO THE POINT

Make clear what your message says, while also taking into consideration your colleague’s feelings. A very smooth message may get the receiver unsure of the conversation’s subject.

NEXT STEPS

Specially in constructive feedbacks, in addition to clearly explaining what was wrong with a certain behaviour, it is important to build the next steps with the person. How things should’ve happened and possible corrections are subjects that you must talk about to make that moment as efficient as possible.

I hope you understand more about Feedbacks than when you started reading this article ???? If you have questions, send a tweet to @franciscohmello or send an email to kiko@qulture.rocks

Kiko