The document emphasizes the importance of constructive feedback in the workplace, likening it to broccoli—unpleasant but beneficial. It outlines various feedback methods, including the BOFF framework and the SKS approach, advocating for empathy and specific, actionable advice to enhance employee development. Key principles highlighted include timely communication, balancing strengths and weaknesses, and maintaining a focus on behavior rather than personality.

1. Feedback

2. Feedback is like the broccoli.
It’s not very appetizing and we’d prefer something else if
possible, but deep down we know that ultimately IT’S GOOD
FOR US.

3. Corrective
Formative
Evaluative
Supportive

4. Feedback Culture is really important!
Trust
Support
Transparency
Development

5. Main
instruments
● BOFF
● WRAP
● SLC
● SKS

6. Feedback Wrap

7. Feedback Wrap
#3 Express
your emotions
#2 List your
observations
#1 Describe
your context
#4 Sort by
value
#5 End with
suggestions

8. Feedback Wrap

9. Feedback Wrap

10. Feedback Wrap

11. Feedback Wrap

12. Feedback Wrap

13. “
B.O.F.F.
Outcome
Feelings
Future
Behavior
When applied?
- The employee shows decreased
discipline or a relaxed attitude.
- They exhibit unproductive
behavior towards certain tasks or
behave inappropriately.
- Mistakes are made with
indifference or carelessness.
- Their negative behavior affects
work outcomes and career
advancement within the
organization.

14. Success x2
Learn x1
Change x1
SLC When applied?
● For progress results of the team
● To discuss it from perspective of an
employee and provide a positive
feedback

15. SKS
An abbreviation for what to “stop,” “keep” and “start”
doing. Begin your feedback by addressing the following
questions:
● What should the person stop doing?
● What should the person keep doing?
● What should the person start doing?

16. “You seem to have a
strong emotion around
this”
“I notice you have
gotten quit”
“What are you
thinking right now”
“What is your
reaction about”
"It seems like you feel
the feedback isn't fair,
especially considering
the effort you've been
putting in. I understand
that this could be
frustrating for you."
“What about the
feedback, do you agree
with?”
“What can you do to
address this issues?”
Dealing with feedback reactions
H E A R
Hear Explore Acknowledge Refocus
Express the individual's
reactions in an unbiased
manner, devoid of judgment
Assessing the underlying
reasons behind the reaction
with neutral language
The individual identifies the
truth in the feedback and
considers actionable steps
Acknowledge and validate
the person's expressed
thoughts and feelings

17. ● Feedback is about behavior, not a
personality traits!
● Provided with empathy. Feedback-giver should
understand person’s emotions and feedback
impact on them; manage own emotional state.
● Specific. Feedback describes specific examples
of the employee’s behavior and do not evaluate
or assume motives.
● Timely and Ongoing. Feedback refers to a recent
situation, which can still be easily recalled by the
manager and the employee. Feedback should be
ongoing.
• Balanced. Feedback indicates both strengths and
weaknesses in the employee’s work or behavior.
• Point to Positive Behavior. Feedback offers a
description of the behavior that the manager expects
in the future.
• Developmental dialogue. Feedback is intended to
support the employee’s development. Use coaching
approach to encourage employee to develop new
behavior in a feedback situation.
• Feedback value. Point out what is a value from new
behavior.
• Do not overload. Provide feedback about
one-three messages at a time.
Principles of constructive feedback

18. NVC

19. Marshall Rosenberg - An American
psychologist, mediator, writer, and educator.
Since the early 1960s, he has developed
nonviolent communication - a process of
supporting partnership and conflict resolution
within individuals, relationships, and society.

20. Observation Fact
Emotions
Needs
Request
You came to the meeting 15 minutes later
than agreed
I feel irritated and sad
I need mutual respect and understanding
Please let me know 1 hour in advance if you
are going to be late
NVC Formula

21. Observations
- Evaluation is neutral, neither good nor bad
- All parties agree, there is nothing to argue about
- Perceived by one of the sense organs (see, hear, feel)
This is a dirty cup => This is a cup with coffee residue in it
You are always late =>You arrived late for appointments 3 times
this week
You pay little attention to me => ???
She is constantly on the phone => ???
Don't yell at me! => ???

22. Emotions &
needs
- They exist
- The same for everyone
- Neither good nor bad
- Emotions are signals about needs
- Needs do not conflict with each other, but satisfaction
strategies may conflict
Emotions and feelings are always
the responsibility of the person
who feels them
Any words or actions - about needs

23. Request
Helps the person understand how they can
help you meet your needs
- Сoncrete
- Doable
- Positive wording + intonation
- Not an order - you can refuse

24. Observation
Fact
Emotions
Needs
Request
What do you observe that affects
your performance? "When you
see/hear..." (sometimes mentally)
How do you feel about what you
observe?
What is your need that causes this
feeling?
I listen with empathy to what
could help
I express clearly that I live
without using criticism or
accusation
What I observe (see, hear,
imagine, free from evaluation)
that affects my performance?
How I feel about what I observe?
What is my need, what causes
these feelings?
I clearly express a
request/request about what
could help me
I accept with empathy that you
live without hearing
accusations or criticism.

25. Thanks!
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