{"id":21293,"date":"2024-11-05T08:00:00","date_gmt":"2024-11-05T13:00:00","guid":{"rendered":"https:\/\/www.osborne-group.com\/?p=21293"},"modified":"2024-11-05T08:11:10","modified_gmt":"2024-11-05T13:11:10","slug":"honest-feedback","status":"publish","type":"post","link":"https:\/\/www.osborne-group.com\/fr\/honest-feedback\/","title":{"rendered":"The Gift of Honest Feedback"},"content":{"rendered":"

[et_pb_section fb_built=”1″ admin_label=”section” _builder_version=”4.16″ global_colors_info=”{}”][et_pb_row admin_label=”row” _builder_version=”4.16″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” global_colors_info=”{}”][et_pb_column type=”4_4″ _builder_version=”4.16″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_text ul_item_indent=”40px” ol_item_indent=”40px” admin_label=”Text” _builder_version=”4.27.0″ custom_css_free_form=”ol li {margin-bottom:17px; margin-top:10px;}||ol li::marker {font-weight:bold;}||#left-area ol, .entry-content ol, .et-l–body ol, .et-l–footer ol, .et-l–header ol {|| margin-bottom: 0;|| padding-bottom: 0;||}” global_colors_info=”{}”]We know feedback is important to organizations yet as reported by Michael Blanding in the Harvard Business Review in 2022, a Gallup poll found only 26 percent of employees strongly believe that the feedback they receive helps their performance. Meantime, Blanding reports, a McKinsey survey of 12,000 managers indicates they consider \u201ccandid, insightful feedback\u201d as critical to career development.\u00a0<\/span>\u00a0<\/span><\/p>\n

While managers may believe \u201ccandid, insightful feedback\u201d is important, let\u2019s hear a eulogy for the lost art of delivering feedback that inspires positive change. When did civility and empathy die? During the recent presidential campaigns in the USA? On Facebook? And even closer to home in our own public discourse and legislatures?<\/span>\u00a0<\/span><\/p>\n

Reflect if you will, on whether these real-life examples would inspire performance. A colleague assigned to onboard a new employee asks them for coffee a month into the process. The recruit is expecting an informal, encouraging conversation. Instead, the colleague assesses the employee\u2019s progress with disparaging and discouraging remarks that lead the recipient to doubt their future success. They lose self-confidence in themselves and trust in the organization.\u00a0 Within 3 months the individual leaves the company. In another instance, the feedback from a manager on an early draft of a workshop presentation roars into the author\u2019s mailbox. The subordinate foresees imminent pain when the feedback opens with \u201cthis is a strongly critical email\u201d and continues with adjectives like \u201ctroubling\u201d and \u201cproblematic.\u201d\u00a0 The subordinate\u2019s energy and excitement for the project diminishes as does trust.<\/span>\u00a0<\/span><\/p>\n

We know that other people\u2019s perspectives count \u2013 albeit sometimes too much \u2013 but we need those perspectives to learn and grow. In 1984, Dr. David Kolb, pioneered the Experi<\/span>ential Learning Cycle. The cycle consists of four stages in which we act, reflect, conceive of new ideas (or modify), and experiment. Feedback from others can positively coach us through the stages of reflection, modification, and experimentation.\u00a0<\/span>\u00a0<\/span><\/p>\n

Warren Buffett is alleged to have said \u201cfeedback\u202fis a gift.\u201d\u00a0 Digging deeper, we have discovered his actual quote is \u201cHonesty is a very expensive gift; just don\u2019t expect it from cheap people.\u201d\u00a0<\/span>\u00a0<\/span><\/p>\n

As consultants, mentors, coaches, and advisors, we live in dread of being those \u201ccheap people.\u201d\u202f We want to be individuals who tell our truth while being conscious of the receiver\u2019s state of mind, their maturity, and our relationship. We want our honesty to be well-intended with impact considered.\u202f<\/span>\u00a0<\/span><\/p>\n

The mantra of Maya Angelou was that \u201cpeople will forget what you said, people will forget what you did, but people will never forget how you made them feel.\u201d It seems to us that Ms. Angelou held the key to ensuring\u202ffeedback\u202fis given and received as a gift.<\/span>\u00a0<\/span><\/p>\n

How<\/span><\/b>\u202f<\/span><\/i><\/b>to Give Feedback<\/span><\/b>\u00a0<\/span><\/p>\n

Earlier in our career we were taught the \u201csandwich method\u201d of feedback. In brief, the sandwich method consists of sliding your criticism between encouraging phrases: \u201cit\u2019s good, it sucks, but it\u2019s good.\u201d Typically, in providing feedback or in conversation, the word \u201cbut\u201d negates any of the good stuff that preceded it. \u00a0<\/span>Shifting towards the other end of the spectrum, Appreciative Inquiry focuses on assets and uses energizing questions to uncover existing strengths,<\/span> advantages, and opportunities to grow. The hope is that the positives will overpower the <\/span>negatives. Using the word \u201cand\u201d is encouraged as it maintains the flow of a conversation.<\/span>\u00a0<\/span><\/p>\n

Let us do a deep dive on the challenges and obstacles of providing positive feedback.\u00a0<\/span>\u00a0<\/span><\/p>\n

How To Give Feedback So It\u2019s a Gift<\/span><\/b>\u00a0<\/span><\/p>\n

We offer five tips to deliver feedback that builds engagement instead of smashing trust. We call it \u201cP.R.I.M.E. the pump\u201d \u2013 an old metaphor for pouring a warm liquid into a pump to ready it for successful operation.\u00a0<\/span>\u00a0<\/span><\/p>\n

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  1. Possibility:<\/strong> First, focus on possibility<\/strong>. Rather than feedback that lands as overly directive, consider questions such as \u201chave you thought about\u2026?\u201d Or \u201cwhat might be all the benefits of making changes\/amending?<\/li>\n
  2. Relationship:<\/strong> Do you have an existing relationship of trust and respect with the recipient? Gauge the breadth, depth, and tone of your feedback accordingly.<\/li>\n
  3. Intention:<\/strong> Explore the underlying intent<\/strong> of the individual on the receiving end of your comments: What were they trying to achieve? How did they try to achieve that?<\/li>\n
  4. Mitigating<\/strong> Emotional Involvement: There is no such thing as being \u201cobjective.\u201d We all have conscious and unconscious biases. So put your own emotional context on the line. Ask, what is my purpose for having the conversation? What\u2019s the greater good? The SBI model of feedback from the Centre of Creative Leadership attempts to mitigate subjectivity. Describe the Situation (S), describe the Behaviours (B) or observations you\u2019ve made and the Impact (I) on self, others, or the organization. By focusing on specific behaviours and their consequences, this structured approach helps navigate sensitive conversations that allow for greater openness and receptivity.<\/li>\n
  5. Experience level:<\/strong> Is the recipient seeking feedback and are they truly ready to hear feedback? Consider their level of experience and maturity<\/strong> and then attempt to \u201cmeet them where they\u2019re at.\u201d A recipient who is receptive to hearing feedback will more likely take accountability and feel more empowered to act on feedback. \u202fIf you get a sense, they worked hard but missed the mark, open with \u201cI can imagine the amount of energy you invested in this.\u201d<\/li>\n<\/ol>\n

    Here is an exercise you can try the next time you need to provide feedback to a colleague or team member:\u202f<\/span>\u00a0<\/span><\/p>\n

    Example 1:<\/span><\/b> The \u201cbut\u201d approach. Imagine you are giving feedback on a colleague’s presentation. You might respond to their work like this:\u202f<\/span>\u00a0<\/span><\/p>\n