Giving feedback - management consulting | coaching
5 min.

Leadership

Feedback - a leadership instrument

From Sabine Walter, Head of netzwerk managementberatung | coaching

Feedback is one of the key leadership tools. However, many companies find it difficult to live a constructive feedback culture. Too little praise is given and critical feedback is either given in an unconstructive way or kept quiet for fear of conflict. This article addresses three questions:

  • What is the benefit of constructive feedback?
  • What is needed for feedback to be heard and accepted?
  • How can feedback be provided constructively?

Benefit

Feedback | Potential Benefits

Feedback is either used to report back on results achieved or to mirror perceived behaviour. In essence, it is always about highlighting things that should be maintained or intensified and, at the same time, giving tips on areas for development.

This feedback is crucial in order to achieve an alignment of self-perception and the perception of others as well as to close "blind spots". Feedback helps to make people aware of their behaviour, successful procedures and structures, strengths and talents, and thus directly contributes to strengthening self-awareness and self-confidence. At the same time, it also makes it possible to further develop aspects that are not yet so successful or were perceived as appropriate in the particular situation.

So, feedback is therefore an elementary tool for the further development of employees.

How can feedback be given constructively?

Giving constructive feedback - a guide

Necessary conditions for feedback to be heard and accepted

That feedback is heard and will have an impact, three conditions must be met:

  • The person who gives feedback is accepted by the person who receives the feedback
  • Feedback may now be given (suitable situation)
  • in a timely manner
  • Concrete example
  • from a benevolent attitude
  • with integrity
  • at eye level

These prerequisites make it clear that there must be a certain level of trust between the feedback giver and the feedback recipient. Because if the feedback recipient does not trust the person giving the feedback, he or she will not be able to accept the feedback (in a non-judgemental way). And if the feedback giver does not trust the feedback receiver, it will be difficult for him or her to give feedback from a benevolent attitude.

Giving constructive feedback

Give feedback

There are different ways to put feedback into words. We present three conversation structures:

Give feedback | Option 1

The core of the first structure consists of a three-step: a positive aspect - a tip - the benefit of the tip

INTRODUCTION

  • I would like to give you some feedback on ...
  • May I now give you feedback on ...?

POSITIVE ASPECT

  • What I liked was ...
  • I was impressed by ...

TIP

  • I have this tip for you:...
  • Next time you ... make sure that ...

BENEFIT OF THE TIP

  • If you pay attention to this point, you will ...
  • This will enable you to ...

Feedback according to this structure is clear to the point. If it is clear to the feedback recipient what he can achieve by implementing the tip, his motivation to accept the tip and implement the feedback increases. Make sure that the positive and the tips are balanced in scope and quality.

Negative example of feedback

Here is an example of unbalanced feedback, where both the scope and the quality of the aspects reported back differ greatly: "I liked your outfit. If you speak loudly and clearly next time and the storyline of the presentation is clearly recognisable, then we'll get approval for the project."

Why is the feedback unbalanced? Not only are the number of aspects different, but the quality is also different. While the positive focuses on an externality, the tips focus on content aspects and the behaviour of the feedback recipient.

Give feedback | Option 2

The second variant also essentially consists of a three-step process, which many of you will certainly recognise as the WWW structure: Perception - Effect - Desire.

INTRODUCTION

  • You asked me for feedback. Does it suit you now?
  • I would like to give you my feedback on .... OK?

PERCEPTION

  • I've noticed...
  • I have seen ...

EFFECT

  • That had an ... effect on me.
  • That's what I felt as ....

REQUEST

  • In the future, I would like to see ...
  • Next time I would like to see ...

CONCLUSION

  • Agreed?
  • Does that work for you?

With this option, you can also get to the point of the feedback. If you describe everything as a "I" message, you also avoid the risk of the feedback becoming an accusation.

Both of the presented feedback structures, however, have so far tended to be a monologue. However, we recommend integrating the perspective of the feedback recipient into the conversation as well, which is why we prefer variant three.

Give feedback | Option 3

The third structure actively involves the feedback recipients in the conversation. This allows them to contribute their own self-reflection and ideas for further development. Self-perception and external perception are actively compared. The feedback thus gains in quality and commitment to action.

INTRODUCTION

  • I would like to give you my feedback on .... OK?
  • I have seen ...

STATUS QUO
PERCEPTION
EFFECT

  • I have observed ...
  • That had an ... effect on me.

ASK FOR ...
THE RECIPIENT'S POINT OF VIEW
A POSSIBLE SOLUTION

  • How did you experience the situation?
  • What's your point of view?
  • What thoughts have you already had on this?
  • Which of these can you keep for next time?
  • What would you have to change in order to ...?

AGREEMENT

  • Great. So let's sum up what we've agreed on:
  • Good, then let's agree on ...

CONCLUSION

  • Thank you very much for your time.
  • It's great that you already know what you're going to change next time. Good luck!

Conclusion

Giving constructive feedback

Feedback is an effective leadership tool and an essential component of learning and development processes.

For feedback to be heard and accepted, three conditions are necessary: acceptance, comprehensibility and integrity.

There are different conversation structures for giving feedback. In a feedback dialogue, the feedback recipient is actively involved and can express his or her own thoughts. This increases the quality of the feedback and the commitment for further action.

If you want get training on how to conduct an appropriate appraisal interview, this can be done within the framework of a coaching session.

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