Giving and Receiving Feedback
SKILLBUILDER 1: MODELING THE WAY IN GIVING FEEDBACK
Giving feedback to a staff member you supervise or to another colleague can produce some nervousness or anxiety. Here are a few tips that may help you:
It must be descriptive of the person’s actions or behaviors, and what impact it has on the organization and team, versus being evaluative of the person. For example, if one was to share, “When I speak at meetings, I’m often interrupted by you--and the impact is that I don’t feel completely heard and respected.” The person may be more likely to hear the feedback. However, if one was to state, “You’re often rude and obnoxious in meetings when you cut me off,” the receiver may get defensive.
The feedback must also be specific and helpful to the receiver. Specific feedback regarding one’s behavior will allow the person to react and possibly make changes. General feedback would be more difficult for the person to shift.
Think of time, place, and manner. Ideally, feedback is more useful when it is given to the person as soon as possible after the behavior is observed. Think about the location and atmosphere that you can set up so that the receiver may be better equipped to hear it with an open mind.