Giving feedback 'rules'

  • do you need to start the process by asking for permission to give feedback?
  • prepare the message in advance (ie. what message do you want to be received by the person you are giving feedback to?)
  • prepare your evidence/observations to support your message and keep your message consistent with respect to everything else going on between you
  • rehearse or practise or imagine the feedback interaction prior
  • at the same time, try not to pre-judge the feedback recipient's views and keep an open mind while listening to their perspective
  • try to have feedback occur as a natural part of an on-going relationship and relate the feedback as part of an on-going dialogue about expectations
  • choose the timing and place for the feedback very carefully
  • ensure the timing of the feedback is as soon as practically possible after the behaviour that you are giving feedback on
  • encourage and invite self-monitoring of performance and self-evaluation, so the person receiving the feedback can take the lead and feel they are in control
  • keep your examples in the feedback process specific and concrete
  • close the feedback interaction with an agreed 'change action plan' (ie. what are you going to do differently in order to ensure the desired behaviours are demonstrated in future?)
  • whenever possible, convert the giving of feedback into a performance coaching opportunity and link it with the feedback recipient's development
  • try to remain objective, honest, authentic, empathetic and most of all keep the feedback recipient's self-esteem in tact
  • model the appropriate behaviour
  • demonstrate positive body language in the process

    What other 'rules' for giving feedback are important to you?

    ‹ Does your Resume tell a story?upIn conclusion ... ›
    • login or register to post comments :: |
    Submitted by Paul Ramsbottom on 15 March 2007 - 12:05am