On Giving Feedback

Last post I covered the importance of feedback.

In this post, I’ll share with you some of the best frameworks I’ve found for giving feedback; including:

  1. One Minute Manager, by Ken Blanchard
  2. Google’s SBI Model
  3. Thanks for the Feedback, by Douglas Stone and Sheila Heen

Let’s get started..

Giving Feedback

1. One Minute Manager, by Ken Blanchard

This model is built upon the idea that feedback should be simple and direct, yet personal.   It should be used frequently to praise the right behaviours or reprimand the wrong behaviours. Additionally, you should include a personal value statement within each interaction, where you reenforce the recipient’s emotional worth.

“WHAT TO SAY”

“HOW TO SAY IT”

  1. Tell them what they did right/wrong.
  2. Tell them how you feel about it.
  3. Pause. Let the feedback sink in.
  4. Remind them that you value & appreciate them.
  5. Shake hands.
  • Be Immediate.
  • Be Specific.
  • Be Consistent.
  • Focus on Behaviours.

 

2. SBI Model, by Google

Google’s model employs a more ‘traditional’ model of feedback. In the SBI model, the giver focuses on the actions and consequences of the recipient. Little attention is directed toward emotional context between the two individuals.

“WHAT TO SAY”

“HOW TO SAY IT”

  1. Describe the situation.
  2. Describe the behavior and actions.
  3. Describe the impact on the team and the organization.
  • Be consistent w/ the quality of the feedback. 
  • Be fair w/ the criteria used.
  • Clarify and ensure understanding

 

3. Thanks for the Feedback, by Douglas Stone and Sheila Heen

This model employs a ‘context-driven’ approach to giving feedback. The idea is that feedback should be based on the emotional and professionals needs of the organization and the recipient.

  • Appreciation is given to nurture the interpersonal relationship between the receiver and the giver.
  • Coaching is given as a way to expand the knowledge or increase the skill of the receiver.
  • Evaluation is given to let the receiver know where he stands against a desired set of standards.

TYPE

“WHAT TO SAY”

“HOW TO SAY IT”

Appreciation

  • Acknowledge what they did right.
  • Thank them for the good work.
  • Be specific.
  • Personalize to the receiver.
  • Be authentic.

Coaching

  • Instruct how to do it right.
  • Explain why it’s the right way.
  • Be as close-to-real-time.
  • Be incremental.
  • Be honest.

Evaluation

  • Rate against a set of standards.
  • Align expectations of good performance.
  • Clarify consequences of poor performance.
  • Be fair.
  • Be consistent.
  • Be clear.

Main Takeaway

To make the most of any feedback opportunity… give specific, clear, and context-tailored feedback to empower the individual to deal with the situation at hand. Most importantly, center the conversation around encouraging the right set of behaviours and actions that add the most value to the team and the organization.

That’s it for now! Cheers ‘till next time!

One thought on “On Giving Feedback

  1. Pingback: A Primer for New Managers | Beto's Blog

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