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Giving feedback

  • Timely. Give feedback as close to the event as possible, but choose the right time: when the person is likely to be receptive.
  • Behaviours. Have specific examples of behaviours, not traits or emotions. It’s possible to objectively observe behaviour. Describe the impact of behaviours.
  • Actionable and future-focused (we can change the future, but we can’t change the past). Make specific requests for behaviour changes, or ask questions about current behaviour. Highlight successful behaviours and techniques.
  • Relevant. Align the feedback with the goal / objective. What’s the problem that’s trying to be solved?

Receiving feedback

  • Receive. Provide context for the feedback you’re asking for. Say what you want feedback on. Set expectations and boundaries. Explain what you’re trying to achieve.
  • Reflect. Ask clarifying questions. Take notes so you remember what was said and why.
  • Respond. Decide if you want to act on the feedback. You don’t have to decide immediately.

Four types of feedback

  • Positive and expected: Something we already know we do well.
  • Positive and unexpected: Something we don’t know we’re doing well.
  • Negative and expected: Something we already know we could improve.
  • Negative and unexpected: Something we didn’t know we could improve.