Effective Feedback Process8:59 with Michelle Zohlman
Now you're ready to learn how to provide feedback with the Effective Feedback Process.
Now you understand why giving timely and specific feedback is so important. 0:00 You're ready to give someone feedback, but 0:05 you're not sure how to frame the conversation. 0:07 Your delivery can have as much impact as the message itself. 0:10 So let's review a process that will make it simple and straightforward. 0:14 This process exists to make it easier for you to talk with someone else. 0:21 Whether it's your manager, your direct report, or 0:26 your peers, about expectations and performance. 0:29 It makes doing this hard thing very easy, 0:33 by giving you a sort of formula, one that is safe and effective. 0:36 So you don't have to think too hard about what you're gonna say, 0:40 just the behaviors you want them to focus on. 0:44 Let's talk about why I call this process safe. 0:48 Neutral tone. 0:52 Not a big ask. 0:54 First of all, your tone is neutral because the purpose is not based on emotions. 0:56 What do we want to achieve by giving feedback? 1:02 Remember when we talked about intentions? 1:05 We're not delivering feedback with the intention of proving that we're right, or 1:07 making the other person look bad, right? 1:12 Our purpose is to encourage infective future behavior. 1:15 If they did something ineffective, 1:19 you want to encourage different behavior by providing constructive feedback. 1:21 In this course, we will refer to this kind of feedback as redirecting, 1:28 because this is what it does, 1:33 redirects them to demonstrate different behavior moving forward. 1:34 If their behavior worked, 1:39 you want to encourage more of that by giving positive feedback. 1:41 In this course, we will refer to positive feedback as reinforcing, 1:48 because that it does. 1:52 It reinforces the behavior in the future. 1:54 The fundamental focus is on them doing something right in the future. 1:58 Since the conversation is about behavior and not about you, or 2:03 them, there's no need for edge or tone in the delivery of the message, right? 2:07 Whatever they did in the past, picture them doing it right in the future and 2:13 your voice will reflect that positive picture you have in mind as you talk. 2:17 Another reason that this is a safe conversation, 2:23 is that changing behavior isn't that big of a deal. 2:26 People do it all the time. 2:30 So asking for a change in behavior is not a big ask. 2:32 The main reason the feedback process is effective, is that it's simple. 2:39 Are you ready for it? 2:44 Here you go. 2:45 When you do X, Y happens. 2:48 Thank you, or can you do that differently? 2:54 It can't possibly be this simple. 2:57 Just three steps. 3:00 Yep, once you've begun the feedback discussion, there are just three steps to 3:01 make sure the other person understands what you're asking them for. 3:06 Let's talk about each step for a moment, then review some examples. 3:10 Step one, describing the observed behavior. 3:15 The word behavior is key. 3:19 This discussion is not about attitude or intent. 3:21 It's about behavior. 3:25 If you tell someone, you had a bad attitude in that meeting, 3:26 how will they reply? 3:31 Ten times out of ten they'll say no, I didn't and you've lost them. 3:32 The discussion comes to a screeching halt. 3:38 Anytime you try to assume the other person's intent, 3:40 they're likely to argue that you're wrong and emotions are going to be high. 3:44 By keeping focus on behavior, you're opening the door to a productive exchange. 3:48 Here's a tip for talking about behavior. 3:55 Start the feedback by saying, when you. 3:57 This forces you to describe the action clearly and directly. 4:01 It makes the feedback about their behavior and 4:05 not your interpretation of their behavior. 4:08 It can be awkward at first, but try it. 4:11 Step two, describing the impact. 4:16 Once you've shared your observation of the behavior that you want to affect, then 4:20 you'll want to describe what impact that behavior is having, on you and on others. 4:25 I recommend saying something like, here's what happens. 4:31 By describing the impact their behavior has, you'll make your feedback so 4:35 much more effective. 4:39 Reinforcing feedback will be meaningful, 4:41 because you're demonstrating that you see the impact their behavior is having. 4:44 Redirecting feedback will also be more meaningful, 4:48 because they will be able to clearly see what kinda changes needed. 4:52 Step three, commitment to future behavior. 4:59 The main reason we give feedback is to change behavior, right? 5:03 How better to do that, 5:08 then describing what behaviors should look like moving forward. 5:09 For reinforcing feedback, the step is simple, something like thanks, 5:13 or keep it up. 5:18 For redirecting feedback, 5:20 try asking a question to get them thinking about how they'll change their behavior. 5:21 Say something like, can you do that differently next time? 5:26 Then give them the time and space to figure it out on their own. 5:30 Or if they ask to hear ideas from you, you can offer some. 5:34 Let's take a look at how this might look. 5:38 Student is taking a tech degree and has been working hard on learning code. 5:41 They're having a slack conversation with an instructor to ask for help. 5:45 My code is broken. 5:50 I need help! 5:51 What do you mean? 5:53 I've been working on Project 2, and I've tried X, Y and Z. 5:55 I still can't figure it out! 5:58 Thanks for sharing that info. 6:01 Let's try to work on that together. 6:02 Can I give some feedback?. 6:07 Sure! 6:10 When you send a message only saying my code is broken, it can be difficult for 6:11 me to help because I don't have enough information to troubleshoot with you. 6:16 Can you be more specific moving forward? 6:21 Here's some more examples of the effective feedback process and action. 6:24 Coming to meetings prepared. 6:29 When you come to a meeting prepared with the topics you plan to discuss, 6:32 the meeting runs smoothly and is a good use of everyone's time. 6:36 Thanks. 6:40 When you watch TV at your desk during work hours, here's what happens. 6:45 People wonder whether you are working hard. 6:50 Can you do that differently from now on? 6:52 If you or they wanna discuss ideas. 6:55 If you want to watch TV on your breaks, that's fine. 6:59 Can you find a place away from your desk where people will see that you're 7:03 on your break? 7:06 Let's discuss the difference between the process I've described and 7:08 more general praise or punishment. 7:12 Praise tends to be fairly generic. 7:17 You might notice that someone consistently submits their monthly reports accurately 7:20 and on time. 7:24 If you say things like great job, great work, 7:25 thank you, do they know what they did? 7:29 Is it clear that you know what they did? 7:32 Will they repeat that behavior if you didn't tell them what you'd like them to 7:34 keep doing? 7:39 Like praise, punishment is ineffective, but moreso, 7:42 punishment focuses on something in the past about which they can do nothing. 7:46 The single most frequent behavior that punishment causes 7:51 is future avoidance of punishment. 7:55 People who did something wrong will avoid punishment in the future. 7:57 It's quite possible that they'll continue to engage in the old behavior and look for 8:01 ways to avoid you. 8:06 How many times have you engaged in a behavior that you knew was punishable and 8:09 just worked to make sure you didn't get caught? 8:13 To reiterate, the feedback process is safe because it is emotionally neutral. 8:18 Its a fact according to your observations. 8:24 It is effective because it's simple. 8:28 So it can be done ongoing. 8:30 Feedback shouldn't be saved and used only on performance review time or 8:32 after multiple infractions. 8:37 It's not, please come to my office, we need to have a long talk. 8:39 It's hey, can I share something? 8:43 The very first time you see a behavior you want to address, whether it's good or 8:46 bad, large or fairly small, use the process. 8:51 The more you practice, the easier it gets. 8:55
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