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4These skills go to the heart of an effective and vibrant employee development and performance culture. Without a critical mass of managers, team leaders and supervisors with them, career management processes will not work effectively.

This series of storyboards provides a range of perspectives on the art and skills of feedback giving and receiving.

8 Click each of the text items on the storyboard to learn more

_ Characteristics of Effective Feedback
1	It takes into account the needs of both the receiver and giver of the feedback	_ Feedback can be destructive when it only serves our needs and fails to consider the needs of the person on the receiving end
2	It is directed toward behaviour that the receiver can control or influence	_ Frustration increases when a person is reminded of some shortcoming over which he/she has no control
3	It is solicited rather than imposed
4	It is well timed	_ In general, feedback is most effective at the earliest opportunity after the observed behaviour (depending, of course, on the readiness of the person to receive it, on support available from other and so on)
5	It is checked to ensure good communication	_ One way to do this is to have the receiver paraphrase the feedbackto see whether it corresponds to what the giver intended
6	It is descriptive, objective and informative rather than evaluative	_ Treat feedback as information, not as value judgements. Don't use judgmental language: Describing one's reactions (e.g. "I observed", " I noticed") leaves the receiver free to take note or not Avoiding judgmental statements ( e.g. " You are a poor listener") reduces the need for the receiver to react defensively
7	It is specific rather than general	_ To be told one is "domineering" will probably not be as useful as: "Just now, when you ere deciding the issue, you didn't listen to what others had to say, and I felt forced to accept your arguments or risk being attacked by you."

OUnderstanding The Effects Of Positive And Corrective Feedback

4 One myth that is often perpetuated is that feedback is always corrective- that it is always a description of a persons failures and inadequacies. In fact, it is as important to feed back information about successes as it is failures. Positive feedback is as important a negative feedback.

What is not helpful is destructive feedback, which can be either positive or negative. Feedback should always be constructive rather than destructive. Constructive feedback, positive or negative, is designed to help the person learn whilst destructive feedback simply undermines and devalues the person

	Destructive undermines the person	Constructive helps the person
Positive what the person does well	4Saying what the person wants to hear 4Giving unwarranted praise 4Flattery	4Information about: - what the person does well - what is appreciated by others - successes - behaviour that is helpful to others
Negative what the person does poorly	4Put downs 4Insults 4Non-specific criticisms 4Hurtful comments	4Information about: - what the person does poorly - what is appreciated by others - failures - behaviour that is hinders others

Receiving:
K	Vague Feedback	4Ask for more information 4When clarified or expanded, vague feedback is transformed. Respond accordingly " I am sorry you feel disappointed in my progress on the project. Tell me what I can improve to get back on track"
J	Positive Feedback	4Value compliments. Voice your appreciation 4Expand your strengths - people often improve further by building on their strengths 4Use feedback to affirm behaviour. Feedback lets you know what you are doing well " Thanks. It is good to know I have time management skills."
L	Negative Feedback	4Listen attentively. Keep an open mind 4Check your understanding. Paraphrase what you have heard. Ask yourself, "Do I understand what is being said about me?" 4Decide when to respond. Take time out or respond immediately 4Ask yourself these questions: "Is the criticism about a behaviour I can do something about?" "What will happen if I act on the feedback?" "What will happen if I do nothing?" 4View mistakes as tools. A wise person learns from them
H	Offensive Feedback	4Set personal limits. Terminate discussion if unacceptable 4Paraphrase the feedback, focus on behaviour 4Reflect the emotion of the giver 4Let the receiver know you hear his/her emotion "I want to do a good job but I do not have to listen to this"
S	Emotional Feedback	4Reflect the emotion of the giver 4Paraphrase the feedback, focus on behaviour "I sense your frustration, it seems we missed our deadline because I did not have my analysis done"

The Shadow Side8
Feedback can be psychologically threatening and people can react to it in very different ways.As such, it can easily fail to achieve its desired effect, especially when people fail to understand the purpose of the feedback
Feedback can be ineffective and of little use to the receiver if...	4it is incomplete (the manager witholds information) 4the manager reflects his/her feelings, values, characteristics rather than describing observed behaviours 4the receiver distorts the message 4the information is irrelevant to the receiver of little impact to their performance expectations 4there is confusion when the receiver does not understand the implication
The feedback session can degenerate into an argument...	4which will tend to happen when objectivity is lost to value judgments
Performance feedback commits the manager to become more involved with the receiver...	4by them needing more information or assisting them to change behaviour
We give feedback unintentionally more often than on purpose...	4if that contradicts our conscious feedback, we lose credibility
Even if your performance feedback is well done...	4you may still get denial, justification, argument, counter argument, rejection and blame 4if you do, learn to accept it and avoid win/lose situations
Once you have provided feedback...	4control of the situation passes to the receiver. It is often difficult to predict reactions
Sometimes, the receiver will refuse to accept responsibility and blame you...	4so clearly articulate your expectations and offer to help
Feedback, by itself, often does not produce change...	4habits are hard to change when we are very motivated
We often give feedback when..	4neither the receiver nor us are prepared for it. In these situations, it is neither helpful nor useful
No feedback situation is totally neutral for the manager...	4if the receiver is experiencing difficulties, the manager is often cited as a contributory factor
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Feedback Tactics Guide.8
As a manager or an employee, it is better to gather, solicit or provide feedback after having given the opportunity some thought first. This tactics guide provides tips on how to handle different feedback situations
Welcome Or Initiate The Opportunity	Discover The Situation	Discuss Possibilities	Help To Focus On Action
Questions To Ask: 4How are things going with the project? 4It sounds like you have a number of options/challenges, would you like to talk them over? 4It sounds like the situation is frustrating you. How about we walk through the facts and explore the options available to you?	Questions To Ask: 4Can you tell me more about what is going on? (Probe for details) 4What is you major concern? 4What have you tried before? 4What obstacles are you facing? 4What is the worst thing that could happen? 4How much control do you have over the situation? 4What is the real issue here/ the bottom line for you?	Questions To Ask: 4If you were completely successful in this situation, what would it look like? 4What would be the best outcome? 4What have you tried before that has worked? 4What elements can you apply here? 4What past experiences can you draw on here? 4What if you had more time or control, what would you do? 4If you could start over, what would you do differently? 4Can you describe the options, as you see them?	Questions To Ask: 4Given all we have talked about, what do you think you should do? 4Which approach appears the best? 4What actions are you going to take? 4How will you handle any of the obstacles we discussed (name them)? 4What do you need for the plan to work? 4Where will you get it? 4How can I help you? 4How commited do you feel to taking this approach? 4How confident do you feel that you are doing the right thing?
Look Out For..	Look Out For..	Look Out For..	Look Out For..
4Concern/ anxiety about the situation 4Willingness/interest in talking through the situation 4General facts about the situation	4Facts and feelings about the situation 4Assumptions about the situation and the people involved 4What the person is not saying	4The range of options the person sees 4The range of options the person does not see 4Assumptions about different approaches 4Feelings regarding outcomes (fear, concern)	4Level of commitment to and confidence in the selected approach 4Specifics of the approach and proposed actions 4Feasibility of actions
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