Feedback is an essential element for everyone in an organization’s workforce. The importance of providing feedback cannot be overstated. As a manager or supervisor, the feedback that you give your staff will let them know where they are and where to go next in terms of expectations and goals – yours, their own, and the organization’s.
Feedback is a useful tool for indicating when things are going in the right direction or for redirecting problem performance. The objective in giving feedback is to provide guidance by supplying information in a useful manner, either to support effective behavior, or to guide someone back on track toward successful performance. Feedback should be constructive and given in private. Constructive feedback should be given in the following situations:
- Ongoing performance discussions/failure to meet expectations
- Providing specific performance pointers
- Providing positive feedback
- Following up on coaching discussions
- Giving corrective guidance
- Letting someone know the consequences of their behavior
Three steps for giving constructive, nonjudgmental feedback using the SBI Model:
Situation, Behavior, Impact
Situation – Describe the situation. Be specific about when and where it occurred. For example, “This morning at the 11 a.m. meeting….” State your purpose briefly by indicating what you’d like to cover and why it’s important. If you are initiating feedback, this focus keeps the other person from having to guess what you want to talk about. If the other person has requested feedback, a focusing statement will make sure that you direct your feedback toward what the person needs.
Behavior – Describe the observable behavior. Have a certain event or action in mind and be able to say when and where it happened, who was involved, and what the results were. Stick to what you personally observed and don’t try to speak for others. Avoid talking vaguely about what the person “always” or “usually” does. For example, say, “you interrupted me when I was speaking to the team about our goals”, instead of saying “you were rude”.
Impact – Describe what you thought or felt in reaction to the behavior.
Explain the consequences of the other person’s behavior and how you feel about it. Give examples of how you and others are affected. When you describe your reactions or the consequences of the observed behaviors, the other person can better appreciate the impact their actions are having on others and on the organization or team as a whole.
For example: “Shouting at co-workers is not acceptable behavior in this department.” or “I was frustrated when you interrupted me because I lost my chain of thought” You are explaining the effect that his/her behavior had on you.
Constructive feedback is given with the understanding that the ultimate goal is to support and help that employee. Feedback is about teaching and supporting employees; it is never about “fixing” them or implying there is something “wrong” with them. Offering suggestions on how to improve the behavior shows that you have thought past your evaluations and moved to how to improve the situation. Even if people are working up to expected standards, they often benefit from ideas that could help them to perform better.
Use your common sense and offer an idea if you think the other person will find it useful. For example, “John, sometimes I make notes or put post-it notes on my computer as a reminder to do something.”
Keep It Going
The most effective feedback is given more than just once or twice a year at formal performance reviews. It’s timely, meaning that it’s offered soon after the incident, and it’s ongoing. This allows team members to adjust their behavior, as needed, and then get more input on how they are progressing on their goals. Keep in mind, however, that in especially emotional or stressful situations, it’s okay to wait to give feedback until both parties have calmed down.
Remember SBI, and stick to the facts!