Seven feedback skills you need to learn

Some weeks ago, I was studying a feedback course on Coursera, and I find it very timely to point out the most relevant keynotes on this post.

This article is based on the course “Giving Helpful Feedback” plus my personal opinion. It is important to say that I do not have studies in psychology or staff management, I am only sharing this article as a simple way of learning and sharing knowledge. The main target is to improve our interpersonal skills for giving feedback.

Many times we want to deliver feedback (negative or positive) to someone who we believe can improve in the way they work and we do not know how to do it or we do not want to be disruptive. It is always necessary to do it with caution, following a 5:1 proportion (where mostly are positive feedback 5 and 1 is negative feedback) or using the sandwich technique (negative feedback between positive feedback)

In order to be fair and protecting peoples dignity, I strongly recommend following these 7 suggested skills for deliver feedback

Skill 1: Focus on Specific Behavior

When you’re giving feedback you MUST focus on behavior that you can observe with your own eyes. You also want to be specific and avoid vague descriptions or evaluative statements.

This feedback leaves no gray area about what was impressive.
You need to be direct, but non-judgmental and give easy ways for employees to solve the problem.

example: inappropriate language, schedules not respected, project deadlines expired

Skill 2: Keep it Impersonal

By keeping it impersonal, we strive to avoid someone’s personality in a way that they might find offensive.

example: Instead of calling a co-worker a loudmouth, prefer to say they failed to listen to other people in a meeting.

avoid insulting, avoid asking to change what cannot be changed, be specific and behavioral

Skill 3: Keep it Goal-Oriented

Managers usually set standard goals for the employees. These goals can be productivity goals, interpersonal skills goals, sales goals, and many more.

Some goals are more important than others to the person that receives our feedback, for that reason is important to focus on the task that can impact directly on benefits for the person (salary raise, promotion, motivation, others).

it would be a dumb thing to give customer guidance feedback, to someone who does not interact with people.

Skill 4: Keep it Well-Timed (timing & speed)

You know the old saying timing is everything. Well, it’s especially true when delivering feedback.

The time between the event and when the feedback is delivered is immediately (or soon as you can).

It’s pointless to give feedback later because people don’t remember the situation or just don’t see it as much importance as your.

hints

• avoid giving feedback to somebody in front of other people. It’s humiliating.
• avoid giving feedback when you are angry.
• avoid feedback definitely if you’re unprepared and might say the wrong thing and make things worse.

Skill 5: Ensure Understanding

Ensuring feedback understanding is very simple. It means to verify that you are understood by your co-worker who receives the feedback. Verifying that you are understood has three steps.
First, you ask the person receiving the feedback to tell you what the main points were of the feedback conversation, Second You listen closely, Finally you verify that the main points were understood with zero doubts.

Skill 6: Make Sure it is Controllable

Before giving feedback, make sure your feedback is controllable by the employee, you’ll be perceived as more fair, if it is controllable, and employee’s will be more willing to follow your lead if you do.

For example: you cannot give negative feedback for deadlines dates reached if you never told to the team the compromises with the clients

Skill 7: Tailor the Feedback to Fit the Employee

Adapt the comments to fit the person who receives the feedback. Adjust the frequency and content of comments to meet the needs of the recipient you’re working with.

Those who perform really well get infrequent feedback due they perform really well. Those who performs fine, receive more frequent feedback than those who perform really well. Those who perform poorly receive much more frequent feedback than those who perform fine

To those who perform poorly ask these questions:

• do you have your goals clear?
• do you have the right resources?
• do you need support?
• do you need training?

The Pareto Effect of 80/20 rule holds here: Poor performers will take up about 80% of the time you allocate to giving feedback. While your adequate and your high performers will take about 20% of your feedback time.

Conclusion

Always protect the dignity of the person involved.

Giving helpful feedback will help you and your teams to reduce stress, increase loyalty and commitment

Always give time to respond and listen carefully to your colleague’s words.

Ask frequently for your co-workers or managers feedback

I’d love to hear your thoughts or if you have a different approach than the ones outlined above!