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Nine qualities of effective feedback | The JotForm Blog

The negative-to-positive ratio

The ratio between positive and negative feedback should be 5.6 (or nearly six positive comments for each negative one).

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IDEA EXTRACTED FROM:

Nine qualities of effective feedback | The JotForm Blog

Nine qualities of effective feedback | The JotForm Blog

https://www.jotform.com/blog/effective-feedback/#

jotform.com

5

Key Ideas

The sweet spot of effective feedback

Feedback is effective when it sheds light on the present and offers a window into the future ,  without dwelling on the past.
Feedback isn’t effective when it inflates  or bruises  someone’s ego.

The negative-to-positive ratio

The ratio between positive and negative feedback should be 5.6 (or nearly six positive comments for each negative one).

How to give positive feedback

It must be related to genuine observations, that reflect back their effort, not ability. Praise the process, not the person.

Highlight aspects of someone’s performance that were under their control  - their planning, their creative ideas, their dedication  - over qualities they were born with. 

Giving negative feedback

By withholding the truth to protect someone’s feelings , even with the best intentions, you’re robbing them the opportunity to learn, grow and improve. And without this, they lose personal responsibility for their actions.

So show them you consider them an equal by being candid. Honesty and transparency are huge indicators of respect.

Essential qualities of effective feedback

  • Specific: factul and action-based.
  • Both positive and negative (six-to-one ratio).
  • Actionable: focused on how can something be improved.
  • Focused on a shared goal.
  • Manageable and simple.
  • Neutral: Emotion adds a charge that will cloud the message.
  • Dialogue-driven: Making space for the other person to talk will help them open up.
  • Linked to consequences.

SIMILAR ARTICLES & IDEAS:

Why Feedback Goes Wrong

  • Strong emotions on both sides;
  • A focus on character rather than on behavior;
  • A lack of clarity about what needs to change and why;
  • Negative or critical feedback threate...

Right vs. Wrong reasons to give feedback

Wrong reasons:

  • defend/excuse your own behavior;
  • to demoralize/condemn;
  • you're in a bad mood;
  • to appease a third party;

to make yourself seem superior/powerful

Right reasons:

  • commitment/concern for another;
  • sense of responsibility;
  • to guide/mentor;
  • to support/enhance.

Effective Feedback is...

  • Specific, Timely, Meaningful, and Candid;
  • Goal-oriented;
  • Focused on the future;
  • Focused on the process, not the person;
  • Isn't afraid to be negative;
  • Can be positive;
  • Doesn't assume it's right.

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Humor at work

Being funny can have both positive and negative consequences, in your personal as well as your professional life. And context is always important: when making a joke, for instance, you should defin...

Humor and its effects on the status

Humor and status have always been tightly linked: good leaders seem to often use humor in order to motivate their team members' actions. As individuals, we tend to prefer, researchers claim, jokes that make us laugh while feeling slightly uncomfortable.

Furthermore, we perceive the joke teller as a self-confident person, who could easily become a leader due to his or her courage to make such a joke. The key point here is that the joke should be appropriate and match the context.

Inside jokes

Making inside jokes usually shows how bounded a team or a group is: their jokes can understood the best by themselves.

However, the moment an outsider integrates the group, it is better to avoid the inside jokes, as this will most probably make him or her feel out of place.

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The Planning Fallacy

We all have busy schedules, but we are incorrectly planning our day around the time we have, not around priorities.

Our estimates on how long certain tasks will take are almost always ...

Dwight D. Eisenhower

Dwight D. Eisenhower

“What is important is seldom urgent and what is urgent is seldom important."

The 4 Kinds of Priorities

The Decision Matrix on how to approach tasks has 4 quadrants:

  • Quadrant 1: The Urgent Problems which are important.
  • Quadrant 2: Not Urgent but important tasks
  • Quadrant 3: Urgent but not really important
  • Quadrant  4: Distractions and time-wasting tasks. 

Prioritize the important (Quadrant 2) to attain maximum benefit from your work.

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