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Here's how you can give targeted, actionable feedback based on behavior rather than personality.

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Giving feedback is a delicate art, especially in a supervisory role where your words can significantly impact your team's morale and performance. It's crucial to focus on behaviors rather than personality traits to ensure your feedback is constructive, not personal. This approach not only fosters a positive work environment but also encourages professional growth and improvement. Let's dive into how you can master this skill and uplift your team effectively.

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Alberto Holgado Yábar

Asesor en Pontificia Universidad Católica del Perú | Líder de cambio| Líder de transformación digital | Project…
Alexa Blas

Licensed Occupational Therapist (OTRP) | Master in Development Management (MDM)

1 Understand Bias

Understanding your own biases is the first step in giving feedback that is focused on behavior. You must be aware of any preconceived notions you may have about a person that could color your perception of their actions. This self-awareness allows you to separate the individual's personality from their behavior, ensuring that your feedback is objective and fair. It's about the actions they take and the results of those actions, not about who they are as a person.

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Alberto Holgado Yábar

Asesor en Pontificia Universidad Católica del Perú | Líder de cambio| Líder de transformación digital | Project manager | SCHM
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Es muy importante también el autoconocimiento, los sesgos propios de la experiencia o del conocimiento o expertice pueen sesgar nuestra opinión sobre el colaborador a quien vamos a dar una retroalimentación, recordemos también nuestra propia simpatía o antipatía o alguna percepción personal puede predisponer a un precondicionamiento, es importante reflexionar también sobre estos temas antes de dar una retroalimentación. Recordemos también que estamos buscando el resultado del equipo para lograr los objetivos institucionales. La retroalimentación que brindemos debe enfocarse con esa mirada.

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Alexa Blas

Licensed Occupational Therapist (OTRP) | Master in Development Management (MDM)
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It's normal that our lenses, anchored with experience or expertise, will shape the way and create bias with how we view others and their performance. A common friction especially when giving feedback happens when the giver of feedback assumes the motives of the person instead of focusing on the behavior. The assumption is based on the lenses we use and can result to a feedback that is emotionally charged. Apart from awareness to one;s perceptions, an antidote to bias is exposure to truth and having a posture of learning through the lens of the other. What made him do what he did? For instance, "that comment was judgmental" vs "you raised your voice, spoke a bit fast and had a very straightforward comment. What went through your mind?"

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2 Specific Examples

When providing feedback, it's essential to cite specific examples of behavior. This means pinpointing exact instances where the behavior in question was observed rather than making general statements. By doing so, you give your team member a clear understanding of what actions led to the feedback. This specificity not only helps prevent defensiveness but also makes your guidance more actionable, as your team member can recall the event and understand the context of your comments.

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Alexa Blas

Licensed Occupational Therapist (OTRP) | Master in Development Management (MDM)
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It helps to have an agreed way of measuring performance. If it's too subjective (often a description or judgement), it's easy to contest why it was not a problem and that the perceived problem is only a matter of preference. What I found helpful is to pattern feedback with how to write SMART goals. There has be a specific behavior or action that can be described with clarity (quality) and counted (quantity) within a set time frame. Example: "The budget detail is incomplete" vs "The budget you submitted last week is lacking specific line items such as..."

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3 Focus on Impact

Discussing the impact of the behavior on the team, project, or organization is a powerful way to give feedback. It helps the individual understand the consequences of their actions and why change is necessary. By linking behavior to its effects, you make your feedback more meaningful and relevant, which can motivate your team members to adjust their behavior and contribute more positively.

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4 Suggest Alternatives

Offering alternative behaviors or solutions is a constructive way to guide your team toward improvement. When you provide feedback, don't just highlight what went wrong—propose actionable steps the individual can take to change their behavior. This not only shows that you're invested in their development but also gives them a clear path forward, making your feedback a tool for growth rather than criticism.

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5 Encourage Dialogue

Encourage an open dialogue by inviting your team member to share their perspective. This two-way communication fosters a sense of collaboration and respect. It also allows for a deeper understanding of the behavior in question, as the individual may provide context you weren't aware of. By creating a safe space for discussion, you ensure that feedback is a shared process and not just a one-sided conversation.

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Alexa Blas

Licensed Occupational Therapist (OTRP) | Master in Development Management (MDM)
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Dialogue helps the team member own the process and assimilate the feedback as a learning point. As an occupational therapy intern, I recalled how the best and retained learnings came from feedback that matched where I was mentally. My supervisor had to draw out ideas from my side by asking questions to know my baseline before she gave inputs to help me progress in my treatment plans.

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6 Follow Up

Lastly, following up after giving feedback is crucial for ensuring that it leads to positive change. Set a time to revisit the discussion to assess progress and provide additional support if needed. This not only shows that you are committed to your team member's development but also holds them accountable for making the necessary behavioral adjustments. Consistent follow-up reinforces the importance of the feedback and helps cement the desired changes.

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7 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

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Here's how you can give targeted, actionable feedback based on behavior rather than personality.

1

2

3

4

5

6

7

1 Understand Bias

2 Specific Examples

3 Focus on Impact

4 Suggest Alternatives

5 Encourage Dialogue

6 Follow Up

7 Here’s what else to consider

Supervisory Skills

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Here's how you can give targeted, actionable feedback based on behavior rather than personality.

1

2

3

4

5

6

7

1 Understand Bias

2 Specific Examples

3 Focus on Impact

4 Suggest Alternatives

5 Encourage Dialogue

6 Follow Up

7 Here’s what else to consider

Supervisory Skills

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