How to give great feedback
Great feedback isn't about convincing others to do things your way - it is about giving them insight on how to improve on their own methods.
Giving feedback requires an awareness of what you're saying and how you say it.
- Make the feedback personal. Give specific examples.
- Reassure the person you are trying to help them improve on themselves.
- Be aware of your tone. You are a team member, not an accuser.
- Choose your timing wisely. The end of a busy workday is often not a good time for feedback.
MORE IDEAS FROM THE ARTICLE
If you want good feedback:
- Be open to listening to the things you might not want to hear.
- Explain that you want to identify your blind spots so that you can improve.
- Be gracious with the results, even if they're unpleasant.
Some professions come with feedback. Writers have editors, athletes have coaches. If you need more feedback, consider hiring a coach as everyone can do with some improvement.
Some feedback is just noise. Feedback is based on observation and reactions to your specific actions.
- Feedback does not try to tell you what you should be doing. It tries to enlarge your perspective on what you are doing.
- Opinions are just someone telling you how they feel about things. It may have nothing to do with you in particular.
When you're stuck, you need feedback. You need information that tells you what you're doing well and where you're going wrong.
We all have areas in our lives where we'd love to see positive and meaningful change. But sometimes, we don't know how to keep moving forward. We do research and think of strategies. We try to implement a few tactics, but then we get stuck. We are unsure if we are going in the right direction.
Getting helpful information in an ongoing, interactive loop allows you to course correct.
Asking how you could be a better partner, team member, friend, or leader from people who can give you accurate feedback can help you improve.
RELATED IDEAS
We all make decisions. However, few of us realize that the process we use to make decisions is more important than the analysis we put into the decision.
A McKinsey Quarterly survey pointed out that 60 percent of executives thought that bad decisions were as frequent as good decisions.
Why is marking a book indispensable to reading it?
First, it keeps you awake, not merely conscious, but wide awake.
Second, reading, if it is active, is thinking, and thinking tends to express itself in words, spoken or written. The person who says he knows what he thinks but cannot express it usually does not know what he thinks.
Third, writing your reactions down helps you to remember the thoughts of the author.
Our various cognitive biases make us behave irrationally, even though we believe we are acting logically. If we are tired, in a rush, or are distracted we tend to rush towards a bad decision. Other factors include working with an authority figure or in a group.
The rule to follow is to never make important decisions when one is emotionally weak, tired, distracted, or in a hurry.
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