Post on 07-Apr-2018
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The Art of Giving Feedback
Illustration by Krishna Kumar T
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God grant me the serenity to
accept the things I cannot change,
the courage to change thethings I can,
And
the wisdom to know the difference
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Constructive Feedback
Positive Developmental
Constructive feedback improves Interpersonal relationships
Feedback must be honest , based on facts , observable behaviour
Honesty promotes TRUST amongst groups
Feedbacks are results of perceptions.
Before giving the Feedback one needs to prepare.
This helps to bring Adult to Adult conversation.
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Steps for Preparation
Set SMART GOALS & Document
This is done at the beginning of an assignment / year.
This brings clarity & acceptance from the recipient too
In case of changes important to document the changes
The Research work : Few Questions to be addressed are
What Happened?
What were the expectations?
Why are we providing feedback?
STEP I
STEP II
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What Happened?
The challenge is toThe challenge is to LISTENLISTEN rather thanrather than
getting judgmental about WHAT thegetting judgmental about WHAT the
recipient is saying or HOW they arerecipient is saying or HOW they are
saying it.saying it.
The focus therefore is on the INTENTThe focus therefore is on the INTENT
rather than STYLErather than STYLE
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What were the Expectations?
Revisit the GoalsRevisit the Goals
Helps to Bridge the GapsHelps to Bridge the Gaps
Highlights areas of ImprovementHighlights areas of Improvement
Helps to build on Strengths & priorHelps to build on Strengths & prior
successsuccess
Accentuate the POSITIVE
- The WHALE DONE approach
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Why are we providing feedback?
Must be done with utmost care & must notMust be done with utmost care & must not
appear Casualappear Casual
Done to ensure continuous improvement in theDone to ensure continuous improvement in the
performanceperformance
Help to motivate & strengthen the PositivesHelp to motivate & strengthen the Positives
Learning from past mistakes or failures and seeLearning from past mistakes or failures and seethe impact on the organization.the impact on the organization.
Opportunity to work out actionables for futureOpportunity to work out actionables for future
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Two dimensions to feedbackTwo dimensions to feedback
Challenge
Support
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Two dimensions to feedbackTwo dimensions to feedback
High Challenge
High support
Low support
Low Challenge
Good, carry on,
seems to be
working
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Two dimensions to feedbackTwo dimensions to feedback
High Challenge
High Support
Low Support
Low Challenge
In passing,Unspecific,
Dismissive
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Two dimensions to feedbackTwo dimensions to feedback
High Challenge
High Support
Low Support
Low Challenge
That was
great,
youreobviously
trying hard
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Two dimensions to feedbackTwo dimensions to feedback
High Challenge
High Support
Low Support
Low Challenge
Patronising,
General,Safe
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Two dimensions to feedbackTwo dimensions to feedback
High Challenge
High support
Low support
Low Challenge
Well that could
have beendone better why
did you not
focus more,
early on..?
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Two dimensions to feedbackTwo dimensions to feedback
High Challenge
High support
Low support
Low Challenge
Critical,Induces defensiveness,
Paralysing
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High Challenge
High support
Low support
Low Challenge
A good effort.
I could see how you
were drawing the
feelings out Iwonder if you
got to the crux of
the matter?
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High Challenge
High Support
Low Support
Low Challenge
Focused,
Attentive,
Threatening?
Two dimensions to feedbackTwo dimensions to feedback
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A selection of some toolsA selection of some tools
Tool 1: Pendletons RulesTool 1: Pendletons Rules
Tool 2: NonTool 2: Non--judgemental feedbackjudgemental feedbackTool 3: Observation versus deductionTool 3: Observation versus deduction
Tool 4: PiTool 4: Pi
Tool 5: SET GOTool 5: SET GO
Tool 6: Unacceptable behaviourTool 6: Unacceptable behaviour
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Pendletons RulesPendletons Rules(Pendleton D, Schofield T, Tate P, Havelock P. The New Consultation. Oxford University,(Pendleton D, Schofield T, Tate P, Havelock P. The New Consultation. Oxford University,
2004.)2004.)
The recipient first performs the activityThe recipient first performs the activity
Questions then allowed only on points ofQuestions then allowed only on points of
clarificationclarification
The recipient then says what they thought wasThe recipient then says what they thought wasdone welldone well
The Manager/Lead then says what they thoughtThe Manager/Lead then says what they thought
was done wellwas done well
The recipient then says what was not done so well,The recipient then says what was not done so well,and could be improved uponand could be improved upon
The manager/lead then says what was not done soThe manager/lead then says what was not done so
well and suggests ways for improvements, withwell and suggests ways for improvements, with
discussion in a helpful and constructive mannerdiscussion in a helpful and constructive manner
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NonNon--Judgemental FeedbackJudgemental Feedback
Evaluative/JudgementalEvaluative/Judgemental
The beginning wasThe beginning wasawful, you just seemedawful, you just seemed
to ignore him/her.to ignore him/her.
oo The beginning wasThe beginning wasexcellentexcellent -- great stuff!!great stuff!!
DescriptiveDescriptive
At the beginning youAt the beginning you
were looking at thewere looking at thenotes, which preventednotes, which preventedeye contact.eye contact.
oo At the beginning youAt the beginning you
gave him/her your fullgave him/her your fullattention and neverattention and neverlost eye contactlost eye contact youryourfacial expressionfacial expressionregistered your interestregistered your interestin what he/she wasin what he/she was
saying.saying.
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Observation versus DeductionObservation versus Deduction
Separate behaviour and interpretationSeparate behaviour and interpretation
Make interpretations tentativeMake interpretations tentative
E.g.E.g.
II noticednoticed at this stage that you moved more in your seat, andat this stage that you moved more in your seat, andyour face became red, Iyour face became red, I wonderedwondered if you might be embarrassed?if you might be embarrassed?
I saw you look at your watchI saw you look at your watch andand thought you might be boredthought you might be bored
I saw him talking with his hand over his mouthI saw him talking with his hand over his mouth andand wondered ifwondered if
he was lyinghe was lying
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Pi (Pi (TT
)) Point / IllustrationPoint / Illustration
Make sure the recipient knows what youreMake sure the recipient knows what youretalking about!talking about!
Along with a feedback point, give an exampleAlong with a feedback point, give an example
PPointoint
IIllustrationllustration
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Point / IllustrationPoint / Illustration
PointPoint
Id like you to useId like you to usemore open questions atmore open questions atthe beginning of thethe beginning of the
discussion.discussion.
IllustrationIllustration
Why not ask theWhy not ask thecustomer at thecustomer at thebeginning How can Ibeginning How can I
help?help?
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SETSET--GOGO
(Silverman et al.)(Silverman et al.)
What IWhat I SSawaw
WhatWhat EElse did you see?lse did you see?
What does the recipientWhat does the recipient TThink?hink?
WhatWhat GGoal are we trying to achieve?oal are we trying to achieve?
AnyAnyOOffers on how we should get there?ffers on how we should get there?
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Unacceptable BehaviourUnacceptable Behaviour(8 Useful Tips)(8 Useful Tips)
1. Check if person is OK before you start1. Check if person is OK before you start
2. Use a wake2. Use a wake--up, warning phrase:up, warning phrase:Theres something very serious I have to sayTheres something very serious I have to say
3. Say, very simply, what is not right3. Say, very simply, what is not right
4. Give an example as appropriate4. Give an example as appropriate
5. Relax the tone to allow for a positive response5. Relax the tone to allow for a positive responseusually an offer to improve ensuesusually an offer to improve ensues
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Feedback Must BeFeedback Must Be
Factual
Clear & Direct
Specific
Timely
Understood & Accepted
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Making ChangesMaking Changes
Whats easy and whats notWhats easy and whats notDifficult
Easy
Job SkillsTime & Work
ManagementKnowledge Attitude Habits
Personality
Characteristics
Source: Harvard Business Review
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Some complaints about FeedbackSome complaints about Feedback
Not enough feedbackNot enough feedback
Too much feedbackToo much feedbackToo much negative feedback, not enough positiveToo much negative feedback, not enough positive
Unfair feedback (jumps to conclusions)Unfair feedback (jumps to conclusions)
Vague feedback (a look, a comment like why did youVague feedback (a look, a comment like why did you
do it that way?)do it that way?)Too hurried or rushedToo hurried or rushed
Feedback too long after the event (happened monthsFeedback too long after the event (happened months
ago)ago)
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