Words have power: a few words about the power of feedback

Words have power: a few words about the power of feedback
  1. Feedback models:
  2. Feedback and feedforward
  3. Effective feedback

Each of us receives the world in our own way. This is influenced by the style of thinking, our experiences and our priority in life. It happens that discrepancies in these matters may give rise to some misunderstandings. That is why feedback is so important in life.

Feedback models:

Current feedback.

It occurs in every situation at work, when you notice the specific behavior of an employee and want to give him information about it. The goal of feedback is employee development, not confirmation of your value. You just need to be attentive to others and react immediately after the event. It's best to express what you want using the FUO principle (facts, attitude, expectations).

Summary feedback.

This is feedback that relates to the summary of work, project implementation, task or goals. The summary period can be week, month, quarter or year. Such feedback is best expressed using the Z model.

Coaching feedback.

Its goal is to create conditions that will allow employees to self-reflect on their behavior.

Feedback and feedforward

There are two types of feedback in business. They are feedback, i.e. personal reception of past situations and feedforward - to communicate my expectations for future behaviors. Thanks to this, we can depict what we need to be able to cooperate well. However, we can never be sure how our feedback will be received. There are many factors that we can consider to make our message heard. It is important to provide information on a regular and timely basis. It must also be adapted to the perception of the interlocutor. In conflict or stressful situations, it is worth waiting until the emotions subside to be able to talk matter-of-factly.

Effective feedback

It is worth sticking to the "I" form. Do not say "you said" but "I heard" or "I see it this way." It is also important to eliminate all obscure words and generalities. It's about phrases like "you always" or "everyone thinks ...". The feedforward form is definitely safer because we don't have to judge. It is worth expressing your expectations regarding future proceedings. Thanks to this, less tension arises in the organization and openness to listen and receive information increases. Example? "I would like you to talk again ..." or "Remember, always pay attention to ..." before sending offers. " We talk about effective feedback in the case of a 1 on 1 relationship. When it is positive, it can be given publicly. However, it depends on the preferences of our recipient. It is worth knowing that for some, public praise is just as embarrassing as it is rebuke. However, sometimes finding forum feedback for inappropriate behavior can have positive effects. People learn from each other instead of repeating similar mistakes many times. However, the key element of such a solution is the consent of all team members. Skillful listening is also of great importance to create dialogue and understanding, not monologue and pressure.

Feedback in a nutshell

Before you start a conversation, think about what you want to say. What is important to you and what effect do you want to achieve? Define your goal and be aware of why you do it. Reserve time to be only in the process. Without receiving emails, telephones or peeking for an hour hurrying to the next meeting. Hurry is definitely not a good space for dialogue.

The person you give feedback to usually receives it through personal experience. So make sure you get it understood. Ask questions about how the other party sees the situation. Ask also to repeat the conversation summary - how the interlocutor received our message and what it means for him. Pay attention to the words you use. The information "do not be late" is less effective than "be punctual every day at 8.00" or "in accordance with the regulations, we start work at 8.00 and therefore…". Use situation descriptions without judging a person. The phrase "you are a mess" is overinterpretation. Describe the situation in this way: "when the documents lie like this, then ...". Be open to what you hear, for "one is never right, and the truth begins with two."

The moment is important

Provide information on a regular basis with purpose awareness. Saying to an employee: "you didn't bring any of your ideas throughout the project" is not feedback. This is a manifestation of communicative psychological violence which causes the recipient to feel guilty and prevents him from changing his behavior. So how do you do it right? Keep up to date on how I see it and what I need. When orienting yourself at the end of your work, think about when the feedback will reach its goal. Maybe it would be better to come back to the topic for the next project and ask for commitment by bringing ideas and improvements on a regular basis. Remember to be authentic.

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