Why Should You Give Feedback Only on Observable Behaviors During a Performance Review

A coach stands on the sidelines, peering over all of his players in motility.

When he sees a player doing something suboptimal, he pulls that player aside to offering feedback.

The coach's objective is to improve the performance of his players. He sees things the players on the field can't come across.

Outperforming entrepreneurs and executives often take this coaching style of leadership in their repertoire.

Offer constructive feedback is a skill. Like all skills, this skill can be learned and continuously improved.

What is Effective Feedback?

Feedback is effective when the recipient is able to receive the information and accommodate his or her beliefs accordingly.

Feedback is not criticism, condemnation or judgment. Feedback is critical for positive learning environments.

Effective feedback arrives with the spirit of improvement of the individual and the team. Effective feedback moves the individual toward the best version of themselves in diverse areas of their lives and work.

Seven Characteristics of Effective Feedback

Here are seven principles to keep in mind when offering feedback to your employees, team members, and children:

Feedback is continuous and in the moment.

The well-nigh constructive feedback is given right at or nigh the fourth dimension the upshot requiring feedback is raised.

Feedback is honest and conversational.

A supportive leader doesn't talk downwardly to others, but he or she is existent with them. Backhanded comments or passive-aggressive behavior undermine the feedback process.

Feedback is inquisitive instead of forceful.

Empower others with self-directed questions. Guide them with questions instead of instructing through demands. Look to have team members take ownership for their work.

Feedback is based on a larger vision.

The team's ultimate vision is what fuels the feedback, not a drive for personal proceeds or power over others.

Feedback is specific, not general.

Offer specific feedback with clear activity steps directed toward achieving an objective or increasing operation.

Feedback is descriptive, not critical.

Critical and judgmental comments destroy performance as it reduces motivation. Constructive feedback is highly descriptive and points to ways for comeback.

Feedback is mainly focused on building strengths instead of highlighting weaknesses.

If your feedback is ever focused on the person's weaknesses, it's going to frustrate both of you. Do your best to work around certain weaknesses and capitalize on the employee's best qualities and attributes that ultimately serve themselves and the business.

How to Overcome People'due south Resistance to Feedback

Most people don't like hearing most their flaws. The ego of the boilerplate person is fragile. It likes to retrieve it's perfect; it hates hearing that it's non—partly a issue of having a fixed mindset.

How exercise you lot offer feedback in a way in which others volition be receptive to hearing it?

To overcome the resistance people have to receive feedback, attempt to aid others come to the necessary conclusions on their own.

Whenever possible, allow them to take ownership of improving their performance.

The Power of Questions

One fashion of accomplishing this is through the artful use of questions.

When you're reviewing an employee'southward proposal, for example, you might enquire:

• What's the primary objective of the proposal?
• Do you feel this proposal has achieved this objective?
• Do you see places where the project may be improved?
• If there was a primary message that needed to be clarified, what might it be?
• What is the ideal response you're looking for from this pitch?
• How else can you help ensure that information technology will receive that response?

This line of questioning allows the person to become aware of areas of improvement and take ownership of the changes.

Well-crafted questions circumvent the ego'south defence mechanisms.

Of form, your tone and intention in engaging others is another of import factor. If y'all come across equally arrogant, all-knowing, and impatient, it doesn't matter how well-crafted your questions are.

If, notwithstanding, y'all genuinely desire to see the person succeed, he or she will intuit your intention and push button for college performance.

To overcome the feedback barrier: Don't control, criticize, or dictate. Instead, ask permission.

May I offer a few suggestions on this project?

Criticism raises people's defense mechanisms; compassion reduces it. Ask questions with the intention of bringing out the all-time functioning and best qualities in others. If you practice, everyone wins.

The Fine art of Giving Constructive Feedback

Finally, an effective double-decker is always bachelor and listens to his players. He owns his feedback.

Yes, yous can ask for feedback on your feedback. If your team members trust yous, they volition feel comfy giving you honest comments upon your request.

Players listen to great coaches non because they are dominance figures, but considering they respect their jitney and know that the bus has the players' and the team's all-time interest in heed.

Your employees will welcome your feedback when they feel you genuinely care and want to back up them.

All effective communication comes from the center. Business may be business organisation, just people are still people.

When people know yous genuinely intendance, they will genuinely listen.

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Source: https://scottjeffrey.com/effective-feedback/

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