This document provides guidance on delivering effective feedback in 3 sentences or less: The document defines feedback as helpful information or criticism given to improve performance and outlines key components of effective feedback, including asking permission, being specific, kind, empathetic, and timely. It also recommends using a feedback equation of observing a behavior, describing its impact, and asking a question to make feedback actionable. The overall message is that feedback should be a two-way dialogue to understand different perspectives and help the recipient improve.

1. Delivering Effective Feedback
Salvatore Cordiano @ FP Talks

2. So, I'll just type it up
on my invisible typewriter

3. 📅 Agenda
● What is a feedback?
● Feedback components
● The Feedback Equation

4. 🌿 Feedback is like parsley between your teeth

5. 🎁 The gift of feedback
Feedback is a time-consuming gift.
By giving a feedback, we help someone to:
● do things differently
● change their behavior
● become more self-aware
● to understand what to change to be more successful

6. 👥 Feedback Definition
Helpful information or criticism that is given to someone to say what
can be done to improve a performance, product, etc.
Source: The Britannica Dictionary

7. Feedback components
Delivering Effective Feedback

8. 🗣 Feedback
Feedback is a key part of management responsibility because it
supports and continues positive behavior and results and
addresses and corrects issues or concerns.
Most effective feedback contains at least the following components.

9. 🗣 Ask for permission
Before giving feedback, ask:
● Do you mind if I share some feedback with you that I think will
help you be more effective?
● I have some ideas for how we can improve things. Can I share
them with you now?

10. 🗣 Right to the point
Be clear, and don’t leave room for interpretation.

11. 🗣 Candor
Give feedback to your coworkers in a way that shows you care
about them while still being direct and forthright.
(Radical Candor, Kim Scott)

12. 🗣 Be empathetic
Consider the impact of what and how you say it on the recipient of
your feedback.
Let the person process the feedback and listen empathetically to
their remarks.

13. 🗣 Be kind
Giving feedback takes true care to build up the other person and
help them improve.
Giving kind feedback means being polite, avoiding conflict, and
making someone feel good after your words.

14. 🗣 Be specific
Feedback should be specific for praise as for criticism.
Describe how behavior impacts performances, but make sure to
focus on behavior, not the person. The feedback should be based
on facts or observable behavior.
Never judge or use rumors as examples.
Eventually, don't forget to offer a solution.

15. 🗣 Actionable
It means not only identifying what needs to be improved but also
offering a plan of action to make the necessary improvement
feasible.

16. 🗣 In-person and in private (1)
Give feedback face-to-face or via Google Meet if necessary; avoid
using phone or e-mails. You should be sure to get a sense of how
your words are landing and understand the other person’s point of
view.
Remember, feedback is a dialog, so it’s a two-way
communication process, not a monologue.

17. 🗣 In-person and in private (2)
A good rule of thumb for feedback is praise in public, criticize in
private. Public criticism tends to trigger a defensive reaction and
make it much harder for a person to accept they’ve made a mistake
and to learn from it. Public praise tends to make the recipient feel
great, and it encourages others to emulate whatever they did that
was great. But, it's a rule of thumb, not a hard and fast rule.
(Radical Candor, Kim Scott)

18. 🗣 Talk about positives too
Feedback is not a tool used only to deliver bad news but to
reinforce positive behavior and support behavioral changes.

19. 🗣 Be immediate and timely
Give feedback immediately or as close as possible otherwise, it will
lose its impact.

20. 🗣 Schedule a follow-up session
Establish a specific time slot to review actions taken and measure
progress.

21. 🗣 Confirm understanding
It is about the feedback of the feedback.
Ensure the recipient understands your words and give them ample
time to respond.

22. 🗣 End on a open question
● Well, how do you see it?
● This is what I’m thinking we should do, but what are you
thoughts on it?

23. 🏁 Where to start?
Creating a culture of ongoing feedback should start with your
one-on-ones. Use this section to ask for feedback, recognize your
employees for their great work, and share recommendations on
how they can improve.

24. 🙌 Challenges
● Ask explicitly for a feedback
● Get honest feedback from your direct reports
● Build a culture of continuous feedback

25. The Feedback Equation
Delivering Effective Feedback

26. 🔢 The Feedback Equation (1)
+
Impact
of the behavior
+ Question or Request =
Actionable, specific
feedback that has a
chance of landing
Observation
of a behaviour
Source: Resilient Management by Lara Callender Hogan

27. 🔢 The Feedback Equation (2)
+
Impact
of the behavior
+ Question or Request =
Actionable, specific
feedback that has a
chance of landing
Observation
of a behaviour
Your observation of someone’s behavior.
This is just the facts, the Who/What/When/Where.
Observations can be recorded with a video camera. This isn’t how
you feel about a behavior.

28. 🔢 The Feedback Equation (3)
+
Impact
of the behavior
+ Question or Request =
Actionable, specific
feedback that has a
chance of landing
Observation
of a behaviour
Describe the impact of the observed behavior.
It’s best if the impact is measurable, and is something that they
already care about.
Get to the root of why this feedback is important to deliver.

29. 🔢 The Feedback Equation (4)
+
Impact
of the behavior
+ Question or Request =
Actionable, specific
feedback that has a
chance of landing
Observation
of a behaviour
Close out with a question about this behavior, or a request to
behave differently.
A question is more powerful than a request, because it gets them
thinking about ways they can address the impact.

30. 🔢 The Feedback Equation (5)
+
Impact
of the behavior
+ Question or Request =
Actionable, specific
feedback that has a
chance of landing
Observation
of a behaviour
If you structure all feedback this way - even tiny little pieces of
feedback - you’ll find it’s easy to give successful feedback.
This is feedback that people will actually hear. They’ll walk away
inspired to do something differently, and understand why.

31. 📚 References
● The Britannica Dictionary
● Radical Candor by Kim Scott
● No Rules Rules by Reed Hastings and Erin Meyer
● Emotional Intelligence by Daniel Goleman
● Resilient Management by Lara Callender Hogan

32. Thanks for your time

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