What do you do if your feedback isn't motivating or inspiring the recipient?

Alright, let’s break it down—why do we even give feedback? Growth, improvement, pushing past those roadblocks is what’s all about. Now, if your feedback’s falling flat, it’s time to flip the script. Ask yourself, ‘Am I truly understanding their goals, their struggles? Am I speaking their language?’ Because here’s the key—feedback, it’s like a mirror. It’s gotta reflect not just where they are, but also the path to where they wanna be. So, how can you reshape that reflection to not only show them their current reality but also illuminate the way forward? How do you ensure your feedback isn’t just heard but felt and acted upon? Often times the greatest growth comes from asking the right questions, not just providing the answers.

If your feedback isn’t sparking motivation, it’s time to switch up your game. First off, understand that motivation is personal. What fires one person up might not work for another. Dive into the specifics—know who you’re dealing with. Are you aligning with their goals and values? Feedback should be a two-way street; it’s not just about giving advice but also about listening and adapting. Use the ‘sandwich method’: positive feedback, followed by constructive criticism, then end on a positive note again. Very popular in big firm consulting, as those of you who have served in the trenches in the past know. But be real. And from a management theory perspective, autonomy, mastery, and purpose drive motivation.

Authentisches Feedback, das auf den St?rken basiert und gleichzeitig konstruktive Kritik bietet, kann eine tiefere Wirkung erzielen. Versuchen Sie, in Ihren Feedback-Sitzungen spezifische Beispiele anzuführen, die zeigen, wie die Leistung des Empf?ngers mit den Kernwerten des Unternehmens übereinstimmt.

Once, I noticed my feedback wasn't motivating a team member. Initially, I focused on areas of improvement, which I thought was helpful. However, I observed a lack of enthusiasm and engagement. Realizing my approach might be the issue, I shifted tactics. I started by highlighting their strengths and achievements before addressing areas for improvement. I made my suggestions specific and actionable, framing them as opportunities for growth rather than criticisms. This change not only improved their receptivity but also visibly boosted their motivation and performance. It taught me the power of balanced and constructive feedback.

When feedback isn't yielding the desired impact, it's essential to reassess your approach. Consider the recipient's perspective and how they might interpret your comments. If you've been primarily focusing on areas for improvement, try balancing your feedback with positive reinforcement of their strengths. This can create a more receptive environment for constructive criticism. Additionally, ensure your feedback is specific and actionable, offering clear guidance on how they can improve. This approach increases the likelihood of your feedback being well-received and effectively implemented.

For feedback to be most impactful, it should be delivered in real-time as much as possible. However, timing is important. If you can deliver it in the course of delivery, the context will make it more easy to digest.

Timing is crucial when delivering feedback. It's important to evaluate whether you're choosing the right moment to share your insights. If someone is already stressed or overwhelmed, providing feedback might further burden them rather than motivate them. Instead, aim for a time when the recipient is most likely to be receptive, such as during a scheduled one-on-one meeting or after a project has been completed when they have the bandwidth to reflect and consider your advice. This ensures that your feedback is delivered in a supportive and constructive manner.

I once gave feedback right after a stressful project deadline, aiming to address issues immediately. The reaction was defensive, and the message didn’t land as intended. Reflecting on this, I realized timing was off. The team was exhausted and not in the right headspace for critique. Later, I chose a more relaxed moment for a one-on-one chat, first acknowledging the hard work and success, then easing into feedback. The difference was night and day. The team member was open, receptive, and eager to discuss improvement strategies. It was a lesson in the subtle art of timing—waiting for calm waters to navigate through constructive criticism.

Time is of the essence. Three points: 1) Be empathetic (assess how the other party is feeling) 2) Approach gently and ask for a preferred meeting style to have a discussion with a positive note (prepare your message with care). 3) Lead a great meeting with a clear agenda and good listening so that the other party feels respected.

Time give a pace. When you have no date to control and no moment to talk about, it is like you say something and just after you forgot it. When you have goal about you beleive, you have pleasure to talk about with a team and control to change something if you need.

My role a a coach or mentor is not to inspire them, but rather to help them find their own motivation. This is best done by fostering a dialogue. Helping a person to identify their life's purpose, what they stand for, or what they are trying to accomplish, opens the way to unlock energy and passion. Helping them to recognize how their choices are impacting their progress toward their goals, gives them ownership of their efforts. The feedback is designed to be "course corrective" rather than judgmental. Their choices are then theirs and not something they have to do to satisfy me.

Feedback should be a two-way street. Encouraging an open dialogue by asking questions and inviting the recipient to share their thoughts and feelings about the feedback fosters a collaborative environment. This exchange can provide valuable insights into their motivations and challenges, allowing you to tailor your advice more effectively. Additionally, adopting a conversational approach can demystify the feedback process, making it less daunting and more of a collaborative effort toward improvement.

If you're following my advice for Steps 1 & 2 above, this step builds upon the experience. Consider that the individual may not feel wholly comfortable communicating to you - their 'boss' - what they are thinking or experiencing. The best you can do is prepare open-ended questions to help explore what is on their mind. Allow the individual to sit with some awkward pauses in conversation. No need to jump in and over talk. Fine to state an observation that it appears the individual may not feel comfortable discussing this with you, and offer another trusted resource for them to consider, such as a trusted Human Resources professional. Let them know that their experience and feedback is valuable to help the organization continue to improve.

a honest and constructive feedback is always a gift. It is human to have people on the defensive side and finding the right way to present it is critical. Stey on the facts, don't say nothing personal. Ask questions, be ready to listen. Put the feedback in perspective. Position it a sa way to learn and give perspective to your cunterpart "if you do this, you might be more likely to have that happening ...)

Off course you need dialogue. You need to talk with your team because the whole time you think from news opportunities and news ideas, and your team too ! When you have a challenge, every people need to talk about. Sometime for a kind of people it will be obsessional. Just to say, a real intention is always important.

Ein inklusives Feedback berücksichtigt unterschiedliche Perspektiven und Hintergründe. Stellen Sie sicher, dass Ihr Feedback kulturelle und individuelle Unterschiede respektiert, indem Sie sich über die verschiedenen Kontexte der Empf?nger informieren.

personalizing your approach to feedback is crucial because each individual responds differently. Consider factors such as the recipient's personality, learning style, and career goals when delivering feedback. Some individuals may prefer direct and straightforward advice, while others might respond better to a more nuanced and supportive approach. By aligning your feedback with the individual's preferences and aspirations, you increase the likelihood of it being motivational and inspiring. This personalized approach demonstrates empathy and understanding, fostering a stronger connection and improving the overall effectiveness of the feedback.

Craft a tailored narrative that speaks directly to the individual's aspirations and values. Celebrate their unique journey and progress, highlighting specific achievements and areas of growth. Engage in open dialogue to understand their perspective and address any concerns or uncertainties. Collaboratively set achievable goals and provide actionable steps for improvement. Foster a supportive environment that encourages continuous learning and development. Ultimately, strive to ignite their intrinsic motivation by demonstrating genuine care and belief in their potential.

Provide Support and Resources: Offer resources, training, or mentorship to help the recipient address areas for improvement. Knowing they have support can increase their motivation to grow and develop.

I once struggled to motivate a team member with my feedback, despite using a method that had worked well with others. Recognizing the need for a personalized approach, I considered her career aspirations and learning style. She was highly visual and goal-oriented. So, I started incorporating visual aids into our feedback sessions, mapping out how each piece of feedback connected to her long-term goals. This shift not only made the feedback more relatable but also transformed her outlook on improvement. She became more engaged and proactive, visibly inspired by seeing how each step contributed to her career trajectory. Personalizing feedback turned out to be the key to unlocking her motivation.

After noticing my feedback wasn't sparking motivation, I shifted from just highlighting areas for improvement to offering concrete support. For a team member struggling with public speaking, instead of just suggesting "improve your presentation skills," I organized a workshop and one-on-one coaching sessions with an experienced mentor. I also provided time during work hours for practice and learning. This approach changed the narrative from highlighting a deficiency to facilitating growth and learning. The result was remarkable. The team member not only improved significantly but also became more confident and engaged. Offering tangible support turned feedback into a pathway for development, showing my genuine investment in their success.

Stellen Sie sicher, dass Ihr Feedback sowohl Bereiche zur Verbesserung als auch Erfolge anerkennt. Diese Balance f?rdert ein Wachstumsmindset und hilft dem Empf?nger, Herausforderungen als Gelegenheiten zur Entwicklung zu sehen.

If feedback isn't motivating or inspiring, offer support by: 1. Extending a listening ear, 2. Empathetically understanding their perspective, 3. Collaborating to find solutions, 4. Providing encouragement and guidance, 5. Reinforcing their strengths and progress, 6. Offering resources or assistance as needed, 7. Affirming their value and potential growth, 8. Creating a safe space for vulnerability, 9. Suggesting actionable steps for improvement, 10. Continuously expressing belief in their abilities.

Be Patient and Persistent: Changing behavior and mindset takes time. Be patient and persistent in providing ongoing feedback and support.

Lead by Example: Model the behavior you want to see in others. Demonstrate a growth mindset, resilience, and a willingness to learn from mistakes. Your actions can inspire others to do the same.

Before you close a feedback discussion, make sure that you and the recipient align on next steps and regular check-in of their progress. This will give them a sense of accountability and urgency that the feedback needed to be addressed for the benefit of the organization and their personal development.

The purpose of feedback is typically to encourage improvement. One effective method is the "start, stop, continue" approach. "Start" and "stop" aim to provide opportunities for reflection and action, helping individuals enhance their performance. "Continue" emphasizes positivity and ensures that key points from the feedback session are noted and acted upon. Following up in subsequent meetings is crucial to gauge progress and ensure that necessary resources are available for improvement efforts.

If your feedback isn’t motivating or inspiring the respondent, go back to drawing board and try to understand the personality of the person. Assess skillset, gaps and provide the requisite support in terms of guidance/resources. Understand the motivators of the person and tailor your message accordingly. Encourage them about the progress they are making and how can they be a better version of themselves

Consider whether or not the particular feedback given was sought or asked for. Sometimes feedback is given and it has not been sought. Who hired you specifically? What is the aim and intent? Is it to motivate and inspire and coach? Or, is your role more passive - aggressive good sounding board / trusted advisor?

Encouraging Feedback Example: “I think you did a great job when you ran the all-hands meeting. It showed that you are capable of getting people to work together and communicate effectively. I admire your communication skills." Constructive Feedback Example: 'Ive noticed that you often work late hours to meet deadlines. While your dedication is commendable, it might be helpful to prioritize tasks and set intermediate goals to manage your workload more effectively."?