What is and how to give good feedback?
Estimated reading time: 3 minutes
Editor’s note: Today we’d like to share this post that Mertxe Pasamontes posted on her blog in which she highlights some of the points to remember when listening and collecting feedback from your employees.
One of the tools used most in coaching is feedback, that action we perform when we recognize something in someone else, be it their behavior, ability or identity.
Feedback is not the same as criticism. Criticism is usually a poor instrument for making changes in another person’s behavior as the other person either blocks it or activates submissive, rebellious, angry or resentment behavior.
What can we do then? Use the valuable tools of del feedback and questions. Questions automatically trigger a response in our brain (though we may not put it into words) and it helps us to seek options. It enables us to activate our resources for improvement.
How do we give good feedback?
1. By referring to behaviors or results that we think are not suitable, but without judging the identity of the other person. Let’s look at an example: An employee has drafted a report and when you see it, you think it’s a little short. One possible question would be: What do you think about making it a little longer so it contains more extensive information? I think it sounds completely different to: this report is badly done.
2. By proposing improvement actions . Like in the previous example, point out what “I didn’t like” specifically and at the same time, suggest a new way to do it.
3. By following the 1-3 rule. For every negative feedback, give three positive feedback points to the other person. And what’s more, truly do it, and mean it. See how our labor relations could improve with this simple rule?
Mertxe Pasamontes (@mertxe) is psychologist 2.0, Humanist, PsychoCoach and Trainer. She also defines herself as Writer, Blogger, and amateur Photographer. She likes to present herself as Change Manager (generative and transformational) and professionally coaches companies and people on transformational and evolutionary change processes.