The document outlines effective feedback strategies for leadership training, emphasizing the importance of clear, timely, and constructive feedback to enhance communication and performance. It identifies common pitfalls in delivering feedback and provides detailed guidelines for successful feedback delivery. Additionally, the document discusses handling emotional responses and building trust within feedback relationships to foster a productive environment.

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Leadershi p
Trai ni ng:
Feedback t hat Works

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What is Feedback and Why Give it?
Feedback can help people identify what they are doing
well and encourage good behaviors. It can also help
them correct problems and/or develop new abilities.
Feedback should enable the receiver to walk away
understanding exactly what they did (right or wrong)
and what impact it had on the organization.
Most people want to do a good job. Providing regular
feedback is a way to encourage positive behavior and
to open lines of communication.

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Feedback that Works
Common mistakes when delivering feedback
1. The f eedback i s t oo vague
2. The f eedback speaks f or ot her s
3. Negat i ve f eedback get s sandwi ched bet ween posi t i ve
messages
4. The f eedback i s exagger at ed wi t h gener al i t i es
5. The f eedback psychoanal yzes t he mot i ves behi nd t he
behavi or
6. The f eedback goes on t oo l ong
7. The f eedback cont ai ns an i mpl i ed t hr eat
8. The f eedback uses i nappr opr i at e humor
9. The f eedback i s a quest i on, not a st at ement
10. The f eedback j udges i ndi vi dual s, not act i ons

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Feedback that Works
The Model

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Feedback that Works
Keys to successful delivery
Do
•Judge the behavior
•Pay attention to body
language
•Use verbatim quotes
•Re-create the behavior – if
appropriate
•Give feedback in a timely
manner
•Give your feedback, then
stop talking
•Say “I felt” or “I was” to
frame your impact
statement
•Focus on a single message
•Be sensitive to the
emotional impact
Don’t
•Assume or be vague
•Use accusations
•Judge the person
•Pass along vague feedback
from others
•Give advice unless asked
•Psychoanalyze
•Qualify your feedback by
backing out of the
description
•Use examples from your
own experience
•Use “always” or “never”
•Label your feedback as
positive or negative
•Sandwich your feedback

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Feedback that Works
Keys to delivery, continued…
Important Positioning:
•Create an openness in your approach by using phrases such as: “I’d like to share an
observation with you, if you don’t mind?” This sets the scene for a conversation not a
confrontation.
•Engender positivity around the notion of feedback. Exercise the use of positive
feedback daily such as: “May I give you some feedback?” – say something positive, ask
if they understand the behavior you are describing, stop talking and walk away. This
positive approach can ease the fear many have when they hear the word feedback.
•Acknowledge your what you are feeling while giving feedback. A simple statement
regarding your uneasiness or discomfort can minimize the perceived threat.
Conversely, acknowledging your pride or happiness can maximize and validate the
receiver’s perspective.

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Feedback that Works
Keys to delivering feedback to adults

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Feedback that Works
When to provide feedback:

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Feedback that Works
Build the feedback relationship
Create Trust
• When your people understand you are balanced in
the WAY you GIVE feedback, they will trust your
feedback as sincere and meaningful
• They will trust your descriptions of impact of their
behavior on you and your TEAM and its implications
to the organization
Leverage Strengths
• It is through their strengths that your people will be
able to address their shortcomings
• By reinforcing their confidence, your people will be
able to take the risk of looking at their weaknesses
and be motivated to change
Balance Your Message
• A feedback ratio of 4:1 over time creates the most
favorable climate and enhances your relationship

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Feedback that Works
Structuring your feedback sessions

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Feedback that Works
Goal Setting Essentials

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Feedback that Works
SMART Checklist
SPECIFIC
Do I have1-3 goals/objectives?
Are they clear? Concise?
Do they detail the action/behavior that needs to occur?
MEASURABLE
Is it quantitative or qualitative?
Do I know when/how the goal will be achieved?
ATTAINABLE
Are the goals possible to achieve?
Does it require step goals?
Are the goals realistic given current performance?
RELEVANT
Can I motivate my agent to these goals?
Are these goals timely?
TIMEBASED
Do I have a definitive start and end date?
Have I given adequate time to achieve the goals?

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Feedback that Works
Handling emotional responses to feedback
Feedback can cause an emotional response such as:
• Tears or emotional outbursts
• Anger or unexpected frustration
Common reasons for this type of response are:
• Feedback session is unexpected and the content shared is a surprise
• Individual is sensitive
Always follow this process when dealing with an emotional response:

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Feedback that Works
Handling emotional responses to feedback
Do not t ake i t per sonal l y.
Keep i n mi nd t he i ndi vi dual ’ s si t uat i on:
•New empl oyees t ake awhi l e t o l ear n new ski l l s
•Behavi or may have been pr evi ousl y addr essed by ot her s
Recogni ze t hat peopl e pr ocess i nf or mat i on di f f er ent l y
•Al l ow addi t i onal t i me t o pr ocess
•Some peopl e ar e mor e sensi t i ve t han ot her s
Fact or i n heal t h, per sonal and f ami l y pr obl ems
•Out si de i nf l uences ef f ect i ng behavi or ?
Dr aw on t he i ndi vi dual ’ s pr obl em sol vi ng abi l i t i es
•Some peopl e ar e ver y sel f cr i t i cal
•Cr eat e buy- i n/ agr eement bef or e endi ng t he sessi on

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Feedback that Works
Handling emotional responses to feedback
The Uninterested Individual
• Feedback may not have been given by previous managers
• The individual may be bored with the work
• The individual may feel that his contribution is insignificant or not valued
Steps:
1. Employ a long-term strategy
2. Your strategy needs to encourage on-going dialog
3. Encourage them to come up with solutions
4. You must gain their commitment
5. Agree to follow-up meetings
6. Remain persistent in following up
The challenge of dealing with uninterested people is not just about giving effective feedback-it is
about turning them around so they become creative and involved employees again. With
patience, perseverance, and regular follow-up, you will encourage dialog and turn an
uninterested individual around!

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Feedback that Works
Handling emotional responses to feedback
The Individual that just doesn’t agree
• The actions/behavior you observed
• The impact of the behavior can be open to interpretation
Steps:
1. Ask for the individual to explain their view of the situation
2. Provide several examples to establish a trend
3. Determine the area(s) of disagreement
Explore the differences
Whatever the level of disagreements, you must resolve
them before suggesting any actions. Be prepared to
change your mind, and to admit that you were wrong.
Don't continue giving feedback until you have resolved
your differences. It may damage your future credibility.

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Thank you for your participation and I welcome your feedback.
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