Feedback
What is feedback?
Feedback is information that evaluates performance or behavior. It can be about the past or present and may influence future behavior.
What value does feedback have in the workplace?
Constructive feedback can enable behavior change in an individual, which can ultimately influence the culture of a team, division, or entire organization. Professor Setzer shares that it provides clarity and awareness at the individual level. It sets clear expectations for change. Constructive feedback builds self-confidence in the employee and emphasizes possibilities. Ultimately, feedback is a level set that takes the individual from where they are to where the manager wants them to go.
How can a manager give positive feedback to an employee most effectively?
While there are occasions in which positive feedback can be given in public, it is best to provide recognition to the employee in a one-on-one setting. When doing so, be sure to reinforce the correct behavior. Have it feel good and be motivational for the employee.
How can a manager give constructive feedback to an employee most effectively?
There are two main components to giving constructive feedback- managing your message and delivery. When managing your message, having a plan and being clear on your purpose is essential. Begin by asking your employee for permission to give feedback and take a developmental approach. When managing your delivery, be concise. Manage your emotional and voice intensities and be conversationally intelligent by avoiding the words "never" and "always." Avoid positive feedback with a negative qualifier, and do not use the sandwich approach- hiding constructive feedback between two compliments. Make it conversational and end the talk on an encouraging note.
What can a manager do to encourage feedback from employees?
A manager should share the benefits of a feedback-rich culture with their employees. Ultimately feedback is a powerful tool that can build trust in the organization and make somewhere a great place to work. Feedback-rich cultures are high performing, productive, positive, and innovative.
How can a manager most effectively receive feedback?
There are two main components to giving constructive feedback: managing your listening and response. When listening, "shut up and listen" and maintain good eye contact. Ask for feedback and focus on understanding. Seek specific examples to understand your opportunity for improvement better. Lastly, do not judge, defend, or explain yourself while listening. When managing your response, control both your emotional and voice intensities. Ask for clarifying questions and advice, and be sure to say thank you. And again, do not judge, defend, or explain yourself while listening.
The Center for Creative Leadership discussed 10 Common mistakes when giving feedback - what are these ten, and which among them are you most often guilty of - What will you do about changing those items?
The Center for Creative Leadership shared ten common mistakes in giving feedback. They are:
1. Judges the individual, not the actions
2. Too vague
3. Speaks for others
4. A negative message sandwiched between positive ones
5. Exaggerated with generalities
6. Psychoanalyzes the motives behind the behavior
7. It Goes too long
8. Contains an implied threat
9. Uses inappropriate humor
10. The feedback is a question, not a statement
In my professional life, I lean into providing positive feedback and shy away from constructive feedback. I understand better now how significant this problem is and that it is not sustainable to only share positives with those I work around. To answer this question, I will take it from the perspective of my personal life, where I can, sometimes, be more open to sharing constructive feedback. I am most often guilty of psychoanalyzing the motives behind others' behavior when providing feedback. As I type this out, I cringe a bit. In the future, I will recognize this and not vocalize my inner thoughts of why I think someone performed the actions that they had taken. Next, I will attempt to thought-stop my psychoanalysis in the first place and focus on proper feedback delivery and listening.
Your instructor discussed the importance of Conversational Intelligence -- he discussed the use of Nourishing Language and Depleting Language - explain what this means.
Nourishing language is using positive words and phrases—sharing things that will build self-confidence, certainty, energy, and optimism in the employee. Depleting words has the opposite effect. They are harmful and can cause employees to lose self-esteem, be stressed, fearful, and be angry. Neuroscience has taught us that brain chemicals are generated with both types of words. Nourishing words produce oxytocin, dopamine, and serotonin, whereas depleting language produces cortisol and noradrenaline.
He also discussed Managing your Emotional Intensity - What does this mean? What does Emotional Intensity have to do with feedback? Why is this important in terms of your effectiveness as Manager or Leader, or as an Individual Contributor; or as an HR Professional?
Emotional Intensity is conveyed to another individual through the transmission of your body language. When you are in a highly stimulated state, you are likely unable to hear or understand feedback. If you are a manager delivering feedback in this intense state, it could damage the employee and your future relationship with them. It is best to avoid feedback if either party is experiencing high levels of Emotional Intensity.
Assess your ability to give and receive feedback – How effective are you in giving feedback – explain what you actually do that makes you effective. How effective are you in receiving feedback – explain what you actually do to be effective. In both instances, what evidence do you have that you are in fact, effective in giving and receiving feedback? – explain.
I am very good at providing positive feedback. I often wonder if I might be doing it too frequently. It is important to me to acknowledge those doing the right things at work because it helps reinforce the right actions and motivates them to continue with the same good habit. As it relates to correcting inefficiencies or bad habits, I avoid having constructive feedback conversations at work. I need to be more effective with this other side of feedback. I found it interesting that I am the opposite of what the statistics show, where 85% of the feedback is constructive- I steer away from this type of feedback.
I am more complex when it comes to receiving feedback. Most frequently, I am eager to learn and grow and place my ego aside for the betterment of myself and the group I am working around. However, I can think of one manager I've had whom, after some time, I did not take his feedback well. After losing trust in the relationship, I did not necessarily believe the feedback that he would provide. I was not argumentative, but I certainly was defensive.
As you consider your relationships – at work, at school, in organizations, with family members, friends, etc. – what do you believe you must do to improve your effectiveness in giving feedback? What must you do to improve your effectiveness in receiving feedback?
I must lean into being more comfortable providing constructive feedback. A key for me will be to work on being more concise. Generally speaking, I can be long-winded. I can see myself going into this environment of providing constructive feedback at an inexperienced level and then rambling on too much- potentially harming the individual more significantly than I should have to have been effective.
When receiving feedback from someone I do not trust, I must listen to Virg's advice. I need to avoid "judging, defending, and explaining." I must leave that conversation and even thank the individual for providing me the feedback and humor them by asking clarifying questions and for specific examples. Next, I should seek another leader or team member and verify what the initial individual shared whom I did not trust. I will not share the reasoning for why I am asking for this specific feedback, as the goal is to obtain a candid response. Perhaps I have a blind spot and was mistaken not to trust the initial input from an untrusted individual. All shared, I am most frequently open to receiving feedback.
After considering the videos and preparing this paper – What specific actions will you take going forward to increase your ability to give and receive feedback?
I need to seek more opportunities where I can provide constructive feedback. If I see something that is a real opportunity for growth for my team or organization, I am now more motivated, as I feel better equipped, to lean in and ask if it is okay to provide feedback. I will use the advice provided to manage my message and delivery.
When receiving feedback, I will take the actions outlined in the previous answer to ensure I keep myself honest and open to potentially helpful feedback.
Works Cited
Setzer, Virg. “The Power of Feedback.” Jan. 2023.
"10 Common Mistakes in Giving Feedback | CCL." YouTube, uploaded by Center for Creative
Leadership, 8 Aug. 2014, www.youtube.com/watch?v=Fovrb4Y6OTI&list=PLJbZIo
JGFBc742bOCWg5u96VMvYvXrrhu&index=3.