What are the best practices for giving and receiving feedback in a remote setting?

I’d refine this to be less about the kind and frequency and focus more on what kind of expectations you should be setting. Far too often, expectations are set on the methods instead of the desired outcome. This is especially detrimental at more senior levels where you should be focusing leaders on outcomes and empowering them define the how. While there will always be opportunities to provide feedback on how senior leaders are achieving the outcomes, the expectations and feedback should always be tied to the impact on the outcome. While it’s often assumed this is happening at senior levels, far too often that’s not the case.

It is always a good idea to set our expectations low when dealing with success and achievements and with what leads to them. When we seek feedback from others, normally, we are seeking ideas to improve, so we develop, achieve and succeed. Our expectations of what feedback we receive from others should not be determined by the perception of the people giving the feedback. In one of my recent MBA classes, I had a student who averaged the class workload, but since he put the extra effort working with my class assignments, I granted him a good grade for the course. His feedback on my teaching performance was malicious. Practicing what I preach, I reached to him and thanked him for his feedback. With low expectations, better feedback results.

In a remote setting, ambiguity breeds confusion. Clearly outline the 'why', 'how', and 'when' of feedback. Remember, clarity isn't just articulation; it's about ensuring shared understanding across diverse teams. Align this with team goals for seamless collaboration.

Due to the nature of remote feedback, trust has to be developed, and earned. The channel we choose to communicate the feedback depends on the rapport established between team members and leadership. Generally, the rule of the relationship is "mutual respect.” Both parties should have an understanding the feedback is a tool to improve and it should not be used to demean, disrespect and discredit the other party.

Consistency is often lacking at all levels, but tends to grow the more senior the positions. This is exceptionally unfortunate since consistency is one of the most critical components for success. Add it the remote factor, and consistency and intentionality becomes even more important. Since you don’t have as many opportunities, you have to make those opportunities and keep them. This not only builds more opportunity for feedback but builds the trust required for feedback to stick. As a remote leader, you have to be more intentional in everything you do, and this is a big one.

In a digital age, channel matters. For feedback to resonate, match the message to the medium. Quick updates? Use chat. In-depth discussions? Schedule a video call. Always think: will this channel enhance understanding or distort the message? One should tailor the choice of medium and channel accordingly.

Using labels or judgement on an individual can be very counterproductive. Describing the actions rather than the individual is a useful technique eg - ‘the response on this would have been more impactful if provided earlier’ as opposed to a judgemental comment ‘you are slow to respond’.

Feedback loses value when it's ambiguous. Offer pinpointed insights: instead of "improve communication," say "respond to emails within 24 hours." Make your feedback a roadmap, not a riddle. Lead with clarity; empower with direction.

The sandwich method gets a bit confusing and would also (arguably) erode trust. Being extremely clear about your intention (that you come from a good place and have nothing else but to benefit the receiver of feedback) and a massive trust-endowment that you have built with the person over-time receiving feedback are more important. This lets you provide feedback in the most succinct and clear way possible on the area of improvement. If trust-endowment doesn’t exist yet, video calls are the best to make your intentions clear; and if you have both the trust factor and have made your intentions amply clear, timely feedback even in a message would be as powerful

I would be very cautious about using the sandwich method. While you absolutely want to give feedback with care and respect for the person and their goals and values, it can so often confuse teammates- especially if the matter is of importance or urgent. To reduce negative emotions, I'd suggest consistently building relationships and trust with teammates, ensuring that you are also consistently giving affirming feedback as well, and assuming that while you may know someone's impact, often we don't fully know their context.

Being a co-founder, the remote landscape has illuminated the impactful role of the sandwich method in feedback dynamics, particularly for me. When delivering feedback, I've harnessed its potency by starting on a positive note, celebrating achievements and strengths. Seamlessly transitioning into constructive insights, I address specific areas for growth while anchoring feedback within our collective goals. The collaborative tone underscores our shared commitment to advancement, fostering unity in our virtual interactions. Concluding with recognition and gratitude ensures the individual's value remains paramount.

It's natural to feel apprehensive about receiving feedback, especially when it's constructive. However, embracing feedback requires overcoming the fear of criticism and putting aside our egos. It's a courageous act that paves the way for personal and professional growth. In leadership, feedback is a dynamic process—a continuous loop of improvement. It's not a one-time event but an ongoing journey. By actively seeking feedback, learning from it, and applying those lessons, we create a cycle of growth that propels us toward excellence.

Feedback is a two-way street. Seeking it shows leadership, while accepting it reflects growth. When you request feedback, it promotes a culture of mutual respect. Listen without defensiveness, transform insights into action, and watch collaboration thrive.

One thing that I’ve found helpful is to ensure that you inquire about your team members' preferred method of receiving feedback, including positive feedback. Keep in mind that some individuals may not appreciate public recognition, such as social media posts or company-wide emails. It's also helpful to have your message reviewed by your team members, as some may prefer emails that emphasize soft skills, while others may prefer a more analytical approach that highlights results. Based on my personal experience, both giving and receiving feedback, sending a message that doesn't align with the recipient's expectations can actually have unintended consequences, even when the feedback is meant to be constructive.

Keep your comments focused on actions and behaviors, rather than making personal judgments. I have used the SBI model - describe the Situation, the Behavior, and the Impact it had on you or others. Follow up is also important. Check in with the person after providing feedback to ensure they understand your message and are making progress towards improvement.

Make feedback an active, consistent, and expected part of your workflow. This goes for every employee, but can be even more crucial for remote workers as they won't experience the small nuggets of feedback that take place when you're able to lean over to someone's desk and review something in real time. You should establish and maintain clear schedules for formal feedback, like yearly reviews, but your team should expect that informal feedback can come at any time. Not only does recurring feedback keep your workstream efficient, it also removes some of the anxiety that can accompany a single, planned, yearly review.