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Module 1 How to do Feedback
How to give feedback
The latest leadership research finds feedback is largely ineffective. Why is this so? 1. Research shows that people can’t reliably rate the performance of others: More than 50% of your rating of someone reflects your characteristics, not theirs. 2. Neuroscience reveals that criticism provokes the brain’s “fight, flight or freeze” response and inhibits learning. 3. Excellence looks different for each of us, so it can’t be defined in advance and transferred from one person to another. It’s also not the opposite of failure. So, what to do? Instead, when you see a great outcome, say, “Yes! That!,” and share your subjective impression of why it was a success. Neuroscience shows that we grow most when people focus on our strengths. Tips on providing useful feedback • Create psychological safety, for feedback to be useful, intent matters. • Make it factual and specific, but most importantly future orientated. • Focus on positive changes. • Make it timely, well-thought out and provided in the right setting.
INSTEAD OF
TRY
Can I give you some feedback?
Here’s my reaction.
Good job!
Here are three things that really worked for me. What was going through your mind when you did them?
Here’s what you should do.
Here’s what I would do.
Here’s where you need to improve.
Here’s what worked best for me, and here’s why. When you did x, I felt y or I didn’t get that. Here’s exactly where you started to lose me. When I don’t hear from you, I worry that we’re not on the same page. I’m struggling to understand your plan. What do you feel you’re struggling with, and what have you done in the past that’s worked in a similar situation?
That didn’t really work.
You need to improve your communication skills.
You need to be more responsive.
You lack strategic thinking.
You should do x [in response to a request for advice].
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