Workbook Activity 7 Encouraging Feedback
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Discuss and make a note of what you can do to encourage peer to peer feedback and change paradigms. What will enable colleagues to think of feedback as a gift? For example: Nurturing a growth mindset (Viewing feedback as an opportunity to improve or encouraging others to give feedback or seek feedback) NB. Think about what would make you feel more comfortable in terms of giving feedback to others?
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We’ve spoken about changing our mindsets towards feedback and what we can do to start and create an environment that encourages feedback, so thinking about both positive and constructive feedback Discuss and make a note of what the benefits would be, what’s in it for you, your colleagues, and customers and make a note of these in your workbooks Benefits of positive feedback Benefits of constructive feedback
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The DESC Feedback Model
Describe the behaviour/action you heard/observed Explain what the impact of this was State what needs to change/continue Consequences of changing/not changing/further instances of these behaviours/actions
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C – Consequences Articulate the consequences or implications for you, them, the customer or the business if the behaviour or performance area continues: Here you could advise them of the potential consequences if this continues: If this behaviour with your colleagues continues there could be conflict with yourself and the team, uncomfortable working environment for all and reduced performance due to demotivation or you could take a coaching approach and ask: “What do you think the effects of this could be if it continues – for you/team/customer?” • This way you let them own their actions. all conversations are a great opportunity to take a coaching approach whether that is in general or when giving feedback – once you have delivered the clear feedback you can then go to coaching mode to get them to come up with the way forward. 3 simple questions to help performance conversations are: • What worked well? • What didn’t work so well? • What could you do differently next time? S – State This is about moving to solution/what needs to change – I suggest that Moving forward in future team meetings I still encourage you to contribute whilst allowing others to have their say and would like you to acknowledge their ideas. Just as with the ‘Describe’ element of the model, the purpose of this section is to leave the recipient in no doubt as to what needs to happen. Failure to give specifics will again lead to the opportunity for uncertainty and not be supportive in helping them to develop
D – Describe Describe the behaviour or performance area. Drawing their attention to the particular situation that has prompted you to give the feedback. Be specific E.g. When in the team meeting yesterday you continually spoke over your colleagues and were putting down their suggestions and ideas and abruptly said ‘I don’t know why you think that would work’ Can you remember this meeting? Beginning your feedback in this way allows the recipient to be really clear about the circumstances that have led to the discussion. It may well be that they will recognise and acknowledge what you are about to discuss – which means that they are far more likely to buy into what you are about to say E – Explain Explain how the behaviour or performance made you feel/expression of your emotion: I felt very uncomfortable at the time and I didn’t feel that it was the right time to raise this with you as there were many uncomfortable looks around the room. (I statement so you own it) “This made me think/feel…” - Expressing how it made you feel (as opposed to anyone else) does not allow the recipient to argue. Giving specific suggestions for how to improve the situation may also help neurodivergent colleagues understand how their actions were perceived.
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Describe the behaviour/action you heard/observed
Explain what the impact of this was
State what needs to change/continue
Consequences of changing/not changing/further instances of these behaviours/ actions
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Consider these Value-based behaviours as food for thought when providing peer to peer feedback
Values
Required Behaviours
• Positively drives results and acts professionally • Challenges others to take responsibility for their actions to improve performance • Resilient and focused when facing competing demands • Demonstrates self-respect and integrity and sets an example for others to follow • Inclusive; recognises and values differences and others’ contributions • Champions colleagues and customers to achieve success in an inclusive manner
A Accountable
R Respectful
• Embraces new challenges, explores new ways of working • Results driven; sets ambitious and stretching goals • Promotes success beyond residents and colleagues, is an ambassador for our organisation
C Courageous
• Communicates regularly, shares information appropriately and has a consistent approach • Constructively challenges others and openly receives challenge • Accepts, acts upon and learns from mistakes
H Honest
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Key Learnings Make your notes below, be ready to share your commitments with your team , these will be referred to at the next session and or at your next one-to-one meeting, make sure you have them to hand for future discussions.
Your key learning from the session
What will you commit to doing differently as a result of todays’ discussions?
Who will you share your progress with?
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A place for your thoughts and things to remember…..
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