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Refresh of how to give proper feedback

Helpful to be reminded of how to start that feedback conversation

I like the approach of asking permission to get them into the headspace for feedback, but I cannot see myself saying "Hey, can I give you feedback?"

You don't want to wait until a performance review, you want to give feedback throughout the year - it is only fair to the employee, whether it is good or "bad" feedback. You don't want to surprise the employee.

Feedback is given daily, sometimes as a follow-up to a larger feedback conversation had in a 1x1. Show the impact of not taking action on feedback.

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Give real-time feedback as much as possible.

Difficult to provide feedback when there's constant changes happening at the company.

Be clear when setting expectations and giving feedback.

Focus on behavior instead of feelings.

Utilize positive language, verbiage as much as possible. "Compliment Sandwich."

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Room 1: What can we do as Managers pre- and post- feedback conversation to ensure success?

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Room 1: What can we do as Managers pre- and post- feedback conversation to ensure success?

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Pre:

Have to prepare

How are you going to say it?

Review previous conversations. Have you communicated clearly?

Make sure to allocate appropriate time for the conversation.

Post:

Follow-up! (Email and another call/meeting)

Allow teammate to ask clarifying questions.

Make sure you've communicated clear expectations and action items.

Check-in periodically regarding the feedback conversation.

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Room 2: What can we do as Managers during-feedback conversation to ensure success?

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Room 2: What can we do as Managers during-feedback conversation to ensure success?

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Give concrete examples.

If not meeting the goals, then working collaboratively on a plan.

Set timelines - SMART.

Affirm that we'll be available to support.

Ask for input and perspective e.g. "how are you observing it,"?

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Outlined where the feedback is coming from.

Gave Lynda the space to speak about what she thinks the feedback is regarding.

Liked that Eve acknowledged what Lynda said even though it didn't align with exactly what Eve wanted to provide feedback around.

Provided specific examples.

Asked open-ended questions.

Put the onus on scheduling the action item calls with the IC.

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I don't think I would love "Do you know what I want to talk about?" but hopefully, our reports will have an idea if they are getting consistent feedback

Tell me what you're hearing from me <--- like this

Tell me what you do want <--- like this

I'd love to see a role play where the IC continues to be defensive and how she would handle that

Working session collaboration <--- like this

Validating her feelings and let her talk about them

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Good job asking permission to give feedback. I don't think asking for their thoughts first after asking for permission to offer feedback sets up the person for uncertainty and fear.

Noticing the behaviors seems OK, and glad to see that Eve asked for Lynda's input.

Creatively problem solving with Lynda was solid.

Recalibrating and affirming Lynda's strong attributes was important.

Asking about what the impact would be seems OK, but his begets the question - how to do it in a way that isn't belittling?

Good job supporting in the moment and ongoing.

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Sometimes I feel like I am making excuses for people when I give positive feedback after providing constructive criticism.

The way the feedback was given allowed the employee to feel understood while providing support on how to move forward and turn the challenge into an opportunity for growth.

Allows the employee to express their perspective and intentions behind their behavior. Let's the employee suggest a resolution and next steps - puts them back in control.

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Seems like a gotcha question, "do you know what I want to talk about"

switching from what don't want to what do want. was good turn

getting actions from person and commitments helps to get direction forward.

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Eve asked permission to have a feedback conversation.

Opened it up for Lynda to see if she had an idea of what the feedback might be about.

Pointed out behaviors that Lynda was doing on the call.

Opened it up to Lynda to get her perspective on the call. Listed with eye contact and nodding head when Lynda spoke.

Showed empathy of 'blockers' that Lynda was experiencing.

Passed the conversation back to Lynda to think through solutions.

Noted that feedback was coming directly from Eve and not the team.

Pointed out some positive behaviors that Lynda typically does.

Support being offered and Eve making sure she's available for follow-up.

Recap/review of conversation to put Lynda's mind at ease.