![21
4A. Describe the broader impact (if you are trusted as
knowledgeable or have authority)
How the dialog starts Why do this step?
• “Here’s what happens…”
• “[The effect it has on me is that
I believe that] the following will
happen…”
• Impart knowledge
• Share understanding of greater
downstream or ‘second-order’
impact
Clearly connect the dots from
behaviour to other impact
Volunteer this with your
manager
Do this with people who know
more about an area than you
(try asking instead)](https://image.slidesharecdn.com/feedback-slideshare-2014-11-9-141109150122-conversion-gate02/75/Effective-Feedback-at-Work-21-2048.jpg)
Uploaded byTim Burns
Effective Feedback at Work
The document outlines an approach to giving and receiving feedback in the workplace, emphasizing a structured five-step model that includes asking for permission, observing behavior, pausing for understanding, describing the effect of the behavior, and suggesting alternative actions. It highlights the importance of specific, constructive communication while avoiding judgments and encourages open dialogue to facilitate better understanding and collaboration. Additionally, it provides tips for effective feedback delivery and emphasizes listening and reflecting when receiving feedback.
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Effective Feedback at Work
- 1. Giving and ReceivingFeedback A hard approach to the soft skills Introductory Training Tim Burns
- 2. 2 Today’s Discussion What And Why Of Feedback A Five Step Feedback Model Receiving Feedback Applying Feedback At Work 01 02 03 04
- 3. 3 Timothy Burns What Is Feedback? “The return of information about the result of a process or activity.”
- 4. 4 Types offeedback in the workplace Formative Evaluative Punitive More effective future behavior Allocating organizational rewards (formal reviews) The person giving the feedback Ideal Frequency Often Ideal Frequency Sometimes Ideal Frequency Never
- 5. 5 To encourage more effective behaviour in the future.
- 6. 6 Feedback acceleratesperformance growth What others know or believe about me Public Self I know about it Feedback Blind Spot I don’t know about it Feedback shrinks our blind spots by giving us the benefit of what others already know that is inhibiting effectiveness – at work and in our personal relationships
- 7. 7 Five Steps(+1) for giving feedback Ask Gain permission Observe State what you saw Pause Check for understanding Effect The effect on you Suggest Alternative effective behaviour + Discuss Open a dialog (optional)
- 8. 8 There’s alot going on – the five steps help keep it straight Individual Behavior Effect on Observer We judge ourselves by our intent Others judge us by the effect of our behavior on them Intent Capability Situation Perceived Behaviour Actual Behaviour Perceived Impact Beliefs and feelings
- 9. 9 If youfeel that feedback will give you an opportunity to do this You aren’t ready yet
- 10. 10 1. Askfor Permission How the dialog starts • “Can I give you some feedback?” • “I would like to give you some feedback, is now okay?” • “Would you like some feedback?” (if peer) Why do this step? • Prepare the person for the conversation • Ensure they are ready to hear the message - if not, do it at another time Wait for their answer Get into the feedback yet
- 11. 11 EXAMPLE CanI give you some feedback
- 12. 12 Frequent andsmall Almost no one thinks they get too much Tim’s Tip #1: Graze, don’t gorge
- 13. 13 How thedialog starts • “I’ve observed/noticed that…” • “When you do X…” (more informal) Why do this step? • Set context • Observations relate to behavior 2. State Observation Be as specific and as objective as possible Comment on what you think the other person thought/intended Include the distant past
- 14. 14 EXAMPLE Inoticed that you interrupted Matt in the meeting to make your point about our implementation plan.
- 15. 15 Judgment “Youlooked confident when you were presenting.” Description “You kept your hands in front of your body and asserted your points without caveating.” Tim’s Tip #2: Describe, don’t judge
- 16. 16 3. Check/pausefor understanding How the dialog starts --pause--- “Do you remember that?” “Did I get that right?” Why do this step? • Receiver can acknowledge the observation and arrive at the insight themselves • Ensure that the (same) observed fact is agreed upon and discussed • Disagreement here could mean that your feedback is not received well Make sure that you are talking about the same thing! Don’t get into justification about why the behaviour occurred
- 17.
- 18. 18 Tim’s Tip#3: Accept disagreement Disagreement accepted about undesirable “Behaviour X” Does behaviour X reoccur? No Yes Goal Achieved! Opportunity to give feedback (no loss)
- 19. 19 4. Describethe effect it has on you How the dialog starts Why do this step? • “The effect it has on me is…” • “It made me feel…” • “It makes me think that…” • How you are affected is a statement of fact • Your perception and feelings matter because you make decisions based on it Own it! Use “I” or “me” Get into justification about why the behaviour (giver or receiver) occurred Make it about others
- 20. 20 EXAMPLE Ibelieve it stifles the discussion and I feel we are not getting the full team’s contribution. It also makes me concerned about how clients might perceive you.
- 21. 21 4A. Describethe broader impact (if you are trusted as knowledgeable or have authority) How the dialog starts Why do this step? • “Here’s what happens…” • “[The effect it has on me is that I believe that] the following will happen…” • Impart knowledge • Share understanding of greater downstream or ‘second-order’ impact Clearly connect the dots from behaviour to other impact Volunteer this with your manager Do this with people who know more about an area than you (try asking instead)
- 22. 22 EXAMPLE Here’swhat happens: When you don’t include Suzi in the meeting, she goes and tells her boss Jim, Jim feels like his people aren’t involved, then he stalls the project by raising objections and telling his people not to prioritize our work.
- 23. 23 Tim’s Tip#4 - Avoid the “Shit Sandwich” But on the whole things are fine But you suck at this… This was really good…
- 24. 24 5. Suggest(or ask for) alternative behavior How the dialog starts Why do this step? • “I think x would be more effective” • “Can you please…” • “You could try…” • “What can you do differently?” • Only a different behavior will achieve a different outcome • A specific and tangible alternate increases the likelihood of behavior change Ensure the recipient has the capability to exhibit new alternative behaviour Set clear expectations (if manager) Say “try harder next time” Say “don’t”
- 25. 25 EXAMPLE Inyour next meeting, wait until the Matt is finished or he asks for your input before voicing your opinion.
- 26. 26 5+1 Opena dialog (especially if you’re a gorger) How the dialog starts Why do this step? • --pause-- • “What would you like me to understand?” • “Let’s talk about what you can do differently • “How do you feel?” • The starting point of a coaching conversation • You will grow to understand the other person’s point of view more clearly • If the feedback could be damaging to the relationship Express support personally and of their efforts Seek to understand their point of view, empathize or offer perspective Dwell on the past – it happened
- 27. 27 EXAMPLE Whatdo you think?
- 28. 28 Start practicingfeedback using the model! Start positive Deliver only positive feedback with the model until you feel comfortable with the steps. Introduce development feedback Start small and don’t venture into history. Repeat Give yourself a goal (e.g. Once/day, 3X week). Do role play. Ask for feedback 1 3 2 4 Give yourself the benefits and create a norm on your team.
- 29. 29 Receiving feedback:listen long enough to understand Just listen Clarify, don’t justify Reflect If you get an evaluation (e.g., “that was good”) ask questions: • What could I do differently in the future to have a better outcome? • What specifically did I do that caused you to think that way? Probe for root causes Avoid justifying – it already had the effect* Check your ego and the “fight-or-flight” response (this is hard) Ask yourself if this person is trying to help? • If so, listen and learn • If not, listen and say thanks After the conversation, reflect on the feedback and decide if or how to incorporate it *Exception: IF you have information that would change their perception AND their perception itself is important to you, you can surface it (and even then decide if it’s worth it - it will probably still sound defensive)
- 30. 30 Summary –Giving and Receiving Feedback Ask Observe Pause Effect Suggest Discuss • Use the model • Start with positive only • Try it in ‘low stakes’ situations • Just Listen • Clarify, don’t justify • Reflect later • Graze, don’t gorge • Describe, don’t judge • Accept disagreement • Avoid the shit sandwich The Model Practice Receiving Tim’s Tips
- 31. 31 Feedback? AdditionalResources • Manager Tools Podcasts on Feedback (www.manager-tools.com) • Difficult Conversations (Stone et. Al) • Ladder of inference (Agyris)