Feedback - The Breakfast of Champions

by Connie Nelson
E-mail Connie

With apologies to General Mills, we at PSG often state that feedback is the breakfast of champions. Feedback provides the grist on which an organization or individual can choose to take self-corrective action.

At the organizational level, my two favorite kinds of feedback to install and instill in learning and

performance management cycles are unfiltered customer feedback and outcome measurement. We have helped clients with both, and I could tell a lot of cool stories about improvement that ensues. However, many of the stories involve disciplined, reflective use over time. Instead, I want to pass along one very simple tool - one I believe you could use tomorrow.

This tool was developed inside a recent engagement in which ten teams were each assigned an unreasonable task, to be accomplished within an unreasonable time. (We did the assigning so we know.) As part of the process, they needed to report three times on their work to their authorizing sponsors at the Cabinet level. These were not progress reports, such as “We've met with so and so.” or “Here's our project schedule.” Rather, these were product reports - “We're defining our work this way.” and “We have decided …” These products were to be discussed in a large-group setting, or as one person said, “in front of the legions.” Due to high degrees of inter-dependence, all teams were to hear the others' work.

Team members were nervous as they approached their first report in. They had had previous experiences where work had been received with a “grand inquisition” style and rejected without reasons why. Wishing to help establish new expectations and habits, we developed the following guide for the giving and receipt of feedback. It turned out the sponsors welcomed the ‘ground rules.' And, in agreeing to adhere to these, they felt more able to state their own needs - e.g. written materials received in advance and oral reports presented succinctly.

Here then is the guide -

Giving and Receiving Feedback These teams have developed their products within very short timeframes. Starting with this meeting, they will be coming before you seeking your feedback. Offering and receiving feedback in a large setting can be uncomfortable. No matter what the intent, feedback is often threatening and thus subject to considerable distortion or misinterpretation. So why do it? Important Points Every organization should solicit feedback about its actions - to learn about the impact it is having - and whether it conforms with expectations. Feedback is a gift - needed to help people learn. Feedback is incredibly powerful - it can help sustain momentum; provide basis for mid-course corrections; save time, money and energy. Feedback is a two-way street. Giver must have an understanding how that feedback is going to be used. Either can check for understanding. Eight characteristics of effective feedback 1. Specific rather than general Offer specific, suggested changes. “We'd like you to consider ____ factor.” rather than “You've forgotten important factors.” 2. Is offered with compassion In order for people to use feedback, they must first be in position to receive it. Feedback should help, not hurt. 3. Involves sharing of information, rather than giving advice Share new information; don't advise what to do about it unless asked. 4. Is timely Immediate, direct feedback is most useful. 5. Involves information the receiver can use To overload someone with feedback is to reduce the possibility that they may be able to use what they received effectively. Effective feedback is focused and succinct. 6. Focused on content rather than the person Refer to content rather than to what we think or imagine about the presenter or their motives. 7. Highlights positives as well as negatives. We are all used to analyzing or pointing out where we disagree. Effective feedback includes equal diligence in noting - and stating -what you like. 8. Is offered from within the same working assumptions. Teams have been asked to speak as agents for our citizens and set aside current activities, turf, or defensiveness. The most helpful feedback would be offered from the same point of view. Feedback Process, in brief: Each team will have ten minutes to present and then there will be ten minutes for feedback. The presentations will vary from each other in format and style. Please focus on the content. We will start by asking you the strengths that you see, followed by your suggested areas for improvement.

Inside this engagement, we have now held two rounds of feedback. Both team members and authorizers have felt heard. The feedback has been offered and taken as constructive, not destructive. Their past practice has begun to change. I think this is cool. Ergo, I thought this guide might prove useful to others. With minor adjustments, it could apply to individual performance conversations as well (i.e., these might need to cover behavior as well as product). Give me some feedback on that! In any case, I hope you can use this - tomorrow.