"Feedback", they say, "is a gift" and it can be a great tool to highlight where someone has done well (reinforcing the positive behavior) and focus on where there is still a gap that needs to be closed. Using a model like SBID even broadens the feedback into a performance discussion where the manager might uncover attitudes or beliefs that are holding the employee back and also affords the manager the chance to learn from the employee when something goes well
But in the wrong hands and done poorly feedback can be a blunt instrument that can sap motivation in a moment
Enter feedforward. Feedforward is different... The process is
Identify a behaviour you want to change
Tell your manager / peer "I'd like to get better at <insert behavior> what ideas of suggestions do you have?"
The manager / peer says, "going forward you night try <suggestion 1> or even <suggestion 2>"
Listen carefully (make sure your biases don't get in the way!) Thank your manager or peer and try the behavior. Really try. Even if you think"'ve done this before and it didn't work. IF that is the case go back to number one and ask for feedforward on how to avoid the challenge you've identified
Please note - there is no shortcut for doing the work. YOU need to ask for feedforward, YOU need to listen to it and YOU need to act upon it.
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