Top 10 tips for giving feedback
Top 10 tips for giving feedback
2. Check for wellbeing and also for capacity. Back off when capacity reached. You can always agree to talk again at a future date.
3. Take your time to explain things, checking for understanding. If what you are trying to say is difficult to explain say so up front and perhaps try saying it a couple of ways. If working across cultures and languages ask the individual for help to ‘get the meaning right’.
4. Where possible illustrate with real examples but if your examples are weak or inappropriate be open about this. Do not fall into the trap of giving feedback through giving an example, having it refuted, finding another, having it refuted, and so on.
5. Do not treat questions and challenge as further ‘evidence’ [‘I said that you did not listen, and here you are, not listening] or unwillingness to listen and learn. Some people absorb feedback best through asking questions.
6. Allow space for the recipient to reflect, check, challenge, etc
7. Ask the individual if they can think of examples that illustrate what you are saying
8. Engage the individual in generating ideas for development actions. Allow individuals to come up with their own ideas. Present options and ideas for improvement and development – not solutions
9. Allow time for the positives. See if you can harness positives and strengths towards addressing development areas
10. Remember that perception is reality but also that intentions are important and where there is a disconnect the person to whom you are giving feedback needs to focus on how to better realise their intentions and figure out what is coming between their intention and their impact
. . . . . And, don’t forget to ask for feedback in exchange . . . . .
Top 10 tips for giving feedback - To learn more about this author, visit Lisette Howlett's Website.
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1. Agree a ‘contract’ between yourself and the recipient so that they are prepared and receptive for feedback.
2. Check for wellbeing and also for capacity. Back off when capacity reached. You can always agree to talk again at a future date.
3. Take your time to explain things, checking for understanding. If what you are trying to say is difficult to explain say so up front and perhaps try saying it a couple of ways. If working across cultures and languages ask the individual for help to ‘get the meaning right’.
4. Where possible illustrate with real examples but if your examples are weak or inappropriate be open about this. Do not fall into the trap of giving feedback through giving an example, having it refuted, finding another, having it refuted, and so on.
5. Do not treat questions and challenge as further ‘evidence’ [‘I said that you did not listen, and here you are, not listening] or unwillingness to listen and learn. Some people absorb feedback best through asking questions.
6. Allow space for the recipient to reflect, check, challenge, etc
7. Ask the individual if they can think of examples that illustrate what you are saying
8. Engage the individual in generating ideas for development actions. Allow individuals to come up with their own ideas. Present options and ideas for improvement and development – not solutions
9. Allow time for the positives. See if you can harness positives and strengths towards addressing development areas
10. Remember that perception is reality but also that intentions are important and where there is a disconnect the person to whom you are giving feedback needs to focus on how to better realise their intentions and figure out what is coming between their intention and their impact
. . . . . And, don’t forget to ask for feedback in exchange . . . . .
Top 10 tips for giving feedback - To learn more about this author, visit Lisette Howlett's Website.
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David AchesonDavid Acheson is the founder of DCJA Consultancy. DCJA Consultancy is a management consultancy business specialising in B2B sales consultancy. They offer bespoke and packaged sales consultancy including Sales Optimisation Review, Interim Sales Management, Sales & Marketing Review, 1:1 Sales & Management Staff Analysis, Management Training, Solution Sales Training, Creation of New Pay Plan, KPI's, run Customer Feedback Campaigns, assist with Recruitment, Coaching, Appraisals and set up Strategic Marketing Campaigns. David spent his early career in accountancy and then moved into sales in 1982, working in Office Equipment, IT, Advertising, Training, Outsourcing and Consultancy. He has held many Senior Positions in SMBs and Global Organisations including Head of Sales Operations & Head of Business Development. His knowledge, skills and great experience of the Sales Industry has led to David making keynote speeches and running educational sessions to key businesses through organisations including The Chamber of Commerce and Business Link. - Visit David Acheson's Website |
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George LudwigGeorge Ludwig is a recognized authority on sales strategy and peak performance psychology. An international speaker, trainer, and corporate consultant, he helps clients like Johnson & Johnson, Abbott Laboratories, Northwestern Mutual, CIGNA, and numerous others improve sales force effectiveness and performance. Though it's George's strategies and processes that help corporations increase productivity and performance, it's his tremendous energy and dynamism that spark the transformation. Again and again, clients remark on his amazing ability to unleash human capacity and inspire men and women to break out of their comfort zones. The result is a whole new type of salesperson. His customized presentations teach achievers to make stunning advances in their lives. From helping salespeople realize cherished dreams to helping corporations exponentially accelerate revenue streams, George Ludwig leaves audiences and individuals empowered, emboldened, and clamoring for more. George is the best-selling author of Power Selling: Seven Strategies for Cracking the Sales Code and Wise Moves: 60 Quick Tips to Improve Your Position in Life & Business. - Visit George Ludwig's Website |
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