How to Feedback: Facts, Follow up & Keeping it Real
This is Part 3 of a series on how leaders can give better feedback, from a conversation with my friend and colleague, Annalise Koltai.
Each newsletter has included a < 15 minutes video, key takeaways, reflection questions and resources. If you’ve checked them out, you will have grown the skills needed to give feedback so that your employees and teams do their best work. If you haven’t yet, no worries! Parts 1 & 2 are linked below.
I’d love to hear how you’ve used the tips and tools and what you’ve learned. Email me here any time and if you have questions or FEEDBACK, grab some time on my calendar.
Here’s Part 3 👇🏻.
Key takeaways
When leaders withhold feedback, they’re not fulfilling their role (imagine an NFL coach not giving immediate feedback. That would just be dumb.)
The most effective feedback includes:
Facts or observable behaviors
Impact on the project or team
Inquiry—checking in with the person about how they see the situation
Follow up—what do we agree will happen next and by when?
If good feedback conversations are for growth and learning and success, maybe they can even be a little fun?
Reflection Questions
What would be possible if you go into a feedback conversation with an open perspective and a sincere interest to learn/understand? (v. hold the belief that you’re “right”?)
What shifts in your thinking if you see your employee as creative, resourceful and whole? (rather than someone to “fix”?)
If you’re feeling stressed and crunchy about an upcoming feedback conversation, what might shift for you if you ask yourself, “How would Ted Lasso handle this?” and do that thing?
Resources
Crucial Conversations by Joseph Grenny, Kerry Patterson, Ron McMillan, Al Switzler, and Emily Gregory
Say What You Mean by Oren Jay Sofer
More in this series:
How to Feedback Part 1—Why is it so hard?
How to Feedback Part 2—To Give it You’ve Got to Get it
Keep your eyes peeled for Part 4 of our How to Feedback Series coming to you in mid-August.