A picture takes a moment in time and freezes it, so that we can look at it in the future and recall what was taking place at that moment, where the people in the picture were, and we might even be able to perceive the feelings that the people were experiencing at that moment.
Feedback is very similar to taking a picture - the difference is that you provide a verbal snapshot of what you saw, and the feeling you experienced. This snapshot, when done effectively, will be so descriptive that it is as clear as an actual picture.
Feedback is a verbal description of previously observed actions or behaviors. It is a visual snapshot illustrating the behavior and its effects.
Feedback is important because it provides a source of information from which to build, maintain, or test our relationships. It helps us to test the reality of perceptions, reactions, observations or intentions.
Feedback works by allowing the sender to help the receiver recognize the difference between the ways they see themselves and the ways others see them. When feedback is offered, both parties may benefit - however, remember, feedback is primarily for the receiver.
Feedback can happen whenever there has been an action or behavior. This action or behavior is generally driven or motivated by intentions, which generally result in observable effects, that promote opportunities for feedback on the actions/behaviors and their effects.
With the delivery of effective feedback messages, the receiver can examine their intentions and make adjustments. They then have a choice to either continue or change the existing behavior.
To deliver feedback effectively, the sender needs to:
In order to establish good foundations for your feedback to be heard, it's important to deliver the message when the receiver is ready to listen. Many times, fellow officials will solicit our perspectives on a given situation which indicates their openness. To ensure the receiver is ready to listen - simply ask "May I give you some feedback?" or "Can I share a reaction?" If you suspect that the listener is reluctant to hear the feedback at that moment, suggest a more appropriate time.
Create a verbal snapshot of the action by clearly describing what you saw or heard and the impact it had on you. Avoid the use of judgmental words or explosive terms - such as "you always" or "you never." This minimizes any defensiveness the receiver may experience so that the person can objectively revisit the action taken.
When creating the snapshot, provide details of the action. For example, repeat the conversation as you heard it or list the activities you saw. Saying "great" or "not good enough" is too general and will not paint a clear picture for the receiver.
It is important to focus on the observable impact the behavior had on you or others. What was your reaction to the behavior? How did it strike you? What happened as a result of the behavior?
Feedback is only useful if it is directed at behaviors the receiver is able to control. For example, if a meeting starts late due to inclement weather, giving feedback to the meeting leader about the time wasted waiting for late arrivals is useless. The meeting leader has no control over the weather.
Time the delivery of the Feedback as close to the action as possible so that the receiver readily recalls the incident. Providing feedback too long after the event will diminish the effect of your message.
Ask the receiver to "test for understanding" when necessary to be sure your feedback is understood. An example of this is having the person summarize what they heard you say.
Dumping is unloading your frustration on the receiver to meet your needs. Keep in mind that the intent of feedback is to help the receiver gain a clear perspective of their own behavior. When you use feedback properly, your concern is primarily for the receiver.
In addition to these feedback guidelines, effective feedback also needs to be ...