Effective feedback, a simple model
Q: Why do we have so much difficulty with giving feedback in the workplace?
ACE Advises: Managers often react to a performance issue without gathering enough information first. You, as a leader, must make sure you are on the same page as the employee prior to the sit-down session.
First gather the data and details about the issue. As a leader you should also think about emotional triggers, not only for the employee but for yourself. If you go into a feedback situation emotionally charged, you will not have a good outcome.
To avoid the triggers for the employees, you need to make sure your tone is correct. Start with open-ended questions to set a non-confrontational tone that will result in a more productive feedback session.
Avoid being negative. A simple “thank you” results in improved employee performance and engagement in the job.
I have used the following model from the Center for Creative Leadership throughout my career, and I coach my clients on it today.
It is called the Situation-Behavior-Impact model:
1. Situation: Where and when did this behavior happen? Be sure to gather all the facts and describe behaviors, not traits.
2. Behavior: Be sure to be objective, not subjective from your point of view. Example: When you see several mistakes on a client proposal, you need to check: Did the person have the right information? Could someone else have contributed to the mistake?
3. Impact: Was there a negative effect on the company or the individual’s reputation? Worse, was there a lost client?
Tom Renehan is a Yarmouth-based certified professional coach who specializes in leadership training. Do you have a question for ACE? Contact Jim Milliken at jim@millikenproject.com.
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