🇬🇧🇺🇸How to provide effective feedback, for leaders to help employees focus on content and trust you
As the CEO taking over in a midsize company, I struggled to align people with my way of seeing things. The result is that I had to intervene in everything.
Thanks to this approach to feedback, the number of “important and urgent” emails asking me to decide was reduced from 140 to 10 emails per day, improving the company’s EBITDA by 15%.
People learn which behaviors are undesirable and desirable, and they take responsibility.
The model he proposes for feedback has 4 points. Not following one of these elements significantly increases the risk that the recipient will not listen.
#1 — Give feedbacks 1-to-1
❌ Group feedback (in the start)
âś… 1-to-1 conversation
The best approach in an organization that isn’t used to feedback is to start with individual conversations. The person will feel less threatened in their social status and remain in control.
#2 — Tempestive feedback
❌ Annual feedback
âś… Immediate feedback
The closer the feedback is to the observed behavior, the more the person will be aware of the situation. This consideration is particularly proper in corrective feedback, and it facilitates imprinting.
#3 — Feedback focused on behavior
❌ Using second-person verbs “you did”
✅ Referring to the behavior “your behavior was”
This point is crucial to avoid the defensive attitude and open up to the effective. It does not describe the person but the behavior.
#4 — Behavior followed by observed effect
❌ Behavior limited feedback
âś… Make the behavior follow the effect generated
When a person acts, he is focused on the action and cannot always correctly observe the effect generated by his actions. The leader can give enormous value to the recipient, providing him with a key to understanding the generating impact.
Example:
“Matteo, I would like to give you some feedback on the last meeting. When you answered Christine, you raised her voice to let your opinion pass. This caused an instinctive reaction in Renata who no longer expressed her point of view” .
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