Feedback: The Breakfast of Champions

Let’s normalise feedback

“Feedback is the breakfast of champions” – Ken Blanchard

If this claim stands true, why do we find feedback to be so irregular, inconsistent, and poorly seasoned?

The purpose of feedback is simple:

Growth and Development

The outcome of feedback is far more complex:

Unclear, Unheard, Unfair, Unsupported, Uncomfortable, Non-inclusive, and Unsettling

Consider why we often feel uncomfortable giving feedback: “I feel bad; It’s going to hurt; They are under pressure already; It’s going to cause a fight; I know how it feels; I feel uncomfortable saying the words; I don’t know how to say it”. These responses are relatively self-interested, paying little attention to the needs of the individual requiring feedback.

So, the first place to start is with our own mindset. If we don’t like, or fear giving feedback, our ability to provide quality feedback is already compromised. If we can reframe the process as being of value to all parties, and that being responsible for providing feedback is a positive, we soon find that the fear dissipates and is replaced by a more proactive energy.

But what about the HOW?

Outlined below are some tried and tested techniques for giving clear and consistent Praise, alongside objective and action-producing Developmental Feedback that prioritises ownership:

When giving PRAISE:

  • Reference the circumstance deserving praise (give it context)
  • Highlight the skill / characteristic used (clarity on precise action taken)
  • Outline the subsequent value to the business / the team / the individual (what benefitted as a result of the action taken)

This process makes for robust feedback, rather than simply saying ‘good job’ (which lacks substance and is open to interpretation). Stopping to provide praise brings balance to a high-performing culture, where we are more likely to routinely consider how we might optimise actions and ‘be better’ next time. Praise feels good (when delivered via a comfortable method of communication: face to face, in a group meeting, digitally, quietly/loudly etc.) and humans generally look to repeat things that feel good!

When providing DEVELOPMENTAL FEEDBACK:

  • Reference the circumstance/scenario (give it context)
  • Share the concern (provide clarity and stay objective – ‘I have noticed that..’, ‘the client shared that..’, ‘the results were…’ etc.)
  • Ask what happened (give the person the opportunity to share their experience/perspective – this stage gives you the opportunity to see how they intend to work with you)
    • they may reveal that they are aware of the mistake/limitation/challenge, making it easier to work together on a solutionthey may be completely unaware, and this stage gives them an opportunity to piece it together
    • they may be worried about consequences and be in ‘defence mode’, blaming external factors
  • Ask for a solution (pass ownership to them)
    • this helps to move away from the emotions of the feedback and into practical next stepsthis provides the space for them to think creatively by looking for alternative approaches and workarounds
    • if they can’t think of a solution, see if you can provide more than one option, so that they still ultimately own the choice
  • Summarise the chosen action (ensure that both parties are clear on agreed changes)
  • Check their plan (get clarity on how and when are they going to implement this, helping them to take full ownership while ensuring that you have progress markers)
  • Offer support (thank them, ask how you can assist them, and when they would like to check in on progress)

Let’s normalise feedback and practice some of the techniques outlined above because this will not only benefit the person receiving the feedback, it will also re-energise us, as the givers of feedback.

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