Feedback is such a loaded term. How many people do you know who smile when a boss, colleague - even a friend - says, "Can I give you some feedback?"
If you've read my post on Skill-Will-Hill (April 24) you know you can't assume that anyone knows how to give feedback
Knowing HOW to give feedback is a crucial first step to getting better results. Here is a lovely structure to use:
Situation. Behavior. Impact. Discussion
So let's break those down but before you use them, we need to address WHEN you give feedback Put simply, when you have observed a behavior that requires you give feedback, find a quiet moment - as soon as possible after the event - where, in private you can have the discussion. Don't wait too long. But do it 1 on 1 and in private.
Situation: Briefly describe when this happened. This is a signpost for the broader discussion nothing more.
example, "Yoosuf, I would like to talk about this morning's team meeting" (I did say be brief, didn't I?)
Behavior: Describe what you observed. Keep your language neutral, non judgmental and factual (avoid opinions or assumptions)
example, "What I saw was you talking over Swee Heng every time he started to talk"
Impact: Again keep your language neutral, non judgmental and factual. If you make an assumption, own it, (and it appeared to me that..." )
example, "By the end of the meeting he had stopped contributing and he looked upset to me"
Now by this time Yoosuf knows when, and what, you are discussing with him. Most feedback stops there - but misses the chance to go deeper into the why of the situation. and so we come to
Discussion: Ask short open questions to let Yoosuf answer in his own words. Be curious and see what you can find out about what was causing the behavior.
example, "what was going on there? (then listen and follow up with questions based on what has been said)
By following this model, you stay focused on the bevior, in a factual respectul manner, let Yoosuf (in this case) know that such behavior is unacceptable AND gives you a ncahce to seal with the underlying issue, not just the behavior.
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