Week 1 – Defining Feedback
Lesson 2 Always On. We are always giving feedback
Behaviour is the highest form of communication. It’s not only what you say, but also how you say it. Albert Mehrabian is a psychologist known for his research on communication, particularly for his 7-38-55% rule. The rule suggests that communication is only 7% verbal and 93% nonverbal, with 38% of the message conveyed through tone of voice and 55% through body language.
The truth is we are always giving feedback, whether we say something or say nothing. How do we increase our intentionality in the feedback we give and more importantly catch people doing things right? This is important because
61% of team members received no recognition for doing good work in the past year
Only 1/3 strongly agree that they have received recognition for doing good work in the last seven days
The number 1 reason people leave their jobs is that they do not feel appreciated
Activity Think about your experiences with feedback and how impactful it can be. On Page 6 of your Black Workbook answer the following questions
Think of a time when you received helpful feedback. What were 2-3 attributes of this feedback that made it helpful?
Think of a time when you received feedback that was unhelpful. What were 2-3 attributes of this feedback that made it unhelpful?
In general feedback should have the following characteristics.
Specific Specific not General
Measurable Behavioural not Evaluative
Ambitious Asked for not Pushed Upon
Relevant More or Less not Either-Or
Time Bound Immediate Not Delayed
Do you see these in the reflections you noted in the previous activity? It’s no surprise that they also marry back to the SMART goal setting framework, which is about creating clarity. See Page 7 of your Black Workbook.
Being specific and focused on behaviour is a particular hot button for me. I have worked with many managers who have had challenges with their team over lack of strategy, poor time management, disengagement in meetings (that last one was me). We tend to jump to judgement when giving feedback versus providing examples. What would have been more helpful for the above examples would have been come with a plan using a structure/framework versus simply stopping at the problem, come to meetings on time, stop resting your head in your hand.
Other examples of fact versus judgment
You've left plates in the sink versus the kitchen is a mess
You accepted for 3 and now it's 3:15 versus it's inconsiderate to be late
You just spoke while I was talking versus can I finish what I was saying?
You're talking about Sally versus you are gossiping about Sally
You've raised your voice versus stop shouting
You used a lot of capitals in the email versus that was a very rude email
You shook your head and sighed versus you're being really off towards me
You just said 'you are an idiot' versus how dare you say that to me?
You have completed this lesson
Remember to click the ‘Complete Lesson’ button