What are effective ways to provide feedback on goal progress?

At the Dragon Coaching House Leadership Development Programs we set clear goals and we measure growth on specific competencies and skills. A program usually lasts half a year and one of the ways to measure progress on the goals is by showing progress reports. The way we work is supporting the sponsors as well, who might be HR or other Leaders, because they will have a clear business case around the investment in coaching.

There are several effective ways to provide feedback on goal progress. Here are some techniques that you can use: 1. Start, Stop, Continue. Participants are given a short statement they must complete for each other member of their group or team. 2. Bus Trip. Bus Trip is an activity that can help you end a session on a positive note and create space for appreciation and positive feedback within a group. 3. One Breath Feedback. This technique is great for getting feedback from a large group of people in a short amount of time. Participants are asked to give feedback in one breath. 4. AIR Feedback model: This model is a great way to give feedback that is both positive and constructive. AIR stands for Action, Impact, and Result.

ask for feedback from your team, such as opinions, suggestions, or concerns. Additionally, you should listen to the feedback you receive, paying attention to it and expressing appreciation. Finally, you should respond to the feedback in an appropriate manner, such as by acknowledging, clarifying, or implementing it

Setting clear and measurable goals creates a shared language for what success looks like. Taking the time to think through the metrics that truly matter will help you clearly know when you or a teammate have or have not met it, which will support in giving feedback that matters.

Using the SMART framework for goal-setting is vital for clear direction and performance evaluation. Goals should be Specific, providing clarity on expectations; Measurable, allowing progress tracking; Achievable, ensuring they are realistic; Relevant, aligning with broader objectives; and Time-bound, with set deadlines. This approach transforms goals into effective tools for decision-making and performance assessment, guiding teams towards success and facilitating meaningful feedback.

At eWOW, we are all about providing just in time feedback. The intention behind it is to enable everyone to work on the feedback and grow. In every 1:1, both parties ask each other, what can I do better. When there is an opportunity for everyone to provide feedback and the focus is on doing better, it builds trust in the teams and feedback is seen as a growth propeller.

In my experience, integrating feedback into ongoing conversations is crucial for effectiveness. Encourage a culture of daily interactions where successes, areas for improvement, and strategies for growth are openly discussed. By making feedback a natural and ongoing process rather than a formal procedure, individuals and teams stay aligned, adaptive, and focused on continuous improvement. This approach ensures timely and relevant adjustments, fostering a more engaged and responsive team.

Promote calm, transparent, and sincere communication during feedback sessions. Establish a secure and unbiased environment where team members can freely chat on challenges, roadblocks and offer their suggestions for enhancement. Promote and encourage your team to perceive feedback as a valuable avenue for learning, evolving and GROWING. I generally see when team members view feedback as positive rather than criticism they are more inclined to welcome and benefit from it.

The feedback system should resonate with the team's culture and values. It's not just about the tool; it's about how it facilitates genuine, meaningful conversations. In my practice, I encourage leaders to choose systems that reflect their core values, ensuring that the feedback process is as human and empathetic as it is efficient.

Where possible, having a dashboard with clear metrics can center and support consistent reflection and feedback. By having the person first reflect on their current progress and challenge areas, the feedback you will give will inevitably be more targeted and will meet the person where they are at.

Apesar de serem fundamentais, os feedbacks periódicos, como os trimestrais n?o s?o suficientes para suprir o desenvolvimento da equipe ou o seu, como gestor. é necessário realizar feedbacks pontuais, que podem ser durante pontos de controle semanais ou posicionamentos pontuais, onde será possível fazer corre??es de rota e tratar quest?es que ocorram no dia a dia. Quando você cria um ambiente seguro onde dar e receber feedbacks se torna natural, receba todas as ferramentas para aplicar melhorias.

I have regularly scheduled weekly check-ins with my direct reports, which allows for routine feedback and status checks on goals, projects, personnel issues, etc. By having them regularly scheduled, they become "normal" and not something to be feared or anxious about. It allows for more open, transparent dialogue and builds trust that the feedback is always well-intentioned.

Early in my leadership journey, the importance of regular and prompt feedback was clear, but the nuance continues to be a learning experience. Few things to consider. First, there is no universal framework or cadence. There are a lot of different variables to account for when considering regular and prompt looks like, so be flexible. Second, make sure you’re asking questions and listening as much as you are talking when providing feedback. It’s important that you create space for people to react to feedback, share context or details, and feel heard. Fail here and you’ll lose them. Finally, care about the whole person, not just their performance on the goals. People are complex and need to be treated as more than a means to an end.

Regular and timely feedback mirrors the ongoing journey of self-discovery and growth that I emphasize in my coaching. Just as my clients value prompt and consistent feedback for their personal development, leaders should incorporate this into their practice to foster a culture of continuous improvement and open communication.

Prompt and regular feedback keeps teams on track, allowing for timely adjustments and issue resolution. Schedule regular feedback sessions like weekly check-ins or monthly reviews to maintain consistency. Give feedback soon after relevant events to ensure relevance and clarity. Follow up to ensure understanding and action, using questions and support to reinforce expectations and learning. This approach fosters a dynamic, responsive, and growth-oriented team environment.

An empathetic leader is thoughtful when delivering feedback. It must be constructive and the leader must be open to understanding why an issue has occurred or why something isn't working out. It is possible that the problem is beyond the person's control and you, as their leader, need to step in and remove barriers. Many leaders, in an attempt to deliver balanced feedback, employ the "sandwich method". In this example, the bread represents the good things, and the "meat" is the issue to resolve. I strongly caution leaders AGAINST using this method. It can confuse the receiver - Are you happy with me or not? Leaders also run the risk of the message only being heard as a positive with the constructive feedback being dismissed.

Between 'Balanced' and 'Constructive', it's the latter that's more important. While you want to highlight strengths and areas of opportunity, it's important that you work with the individual on the areas of opportunity, so they can figure out the best way to address those. The idea is not to point finger at their weaknesses, instead, focus on asking the right questions and guiding them to find their own answers. In my initial years of being a people-manager I used to try the sandwich method, however, I have moved away from it. Instead, I try to let these discussions be more conversational and led by the individual receiving feedback, instead of me giving it a structure.

Providing meaningful feedback on goal progress is crucial for individual and organizational development. To ensure effectiveness, implement the following strategies: Maintain a Balance Between Positive and Constructive Feedback: Acknowledge and celebrate achievements to boost morale. Simultaneously, offer constructive feedback on areas that require improvement, framing it as an opportunity for personal and professional growth.

The last statement of this section says, "then providing them with ideas and advice on how to achieve it." Be very careful with this, "providing ideas and advice". Always solving the problems solely based on your own advice and ideas does not encourage innovative thinking or continuous employee/team/organizational development and will hinder the potential growth of your team or company. Incorporate the team and obtain input to develop solutions together. This promotes ownership which significantly improves the likelihood of success with any new process. A leader influences the team to move in the right direction. You are not always the smartest person in the room. Allow your team to show you what they are capable of!

The art of giving balanced feedback is akin to nurturing a growth mindset, a common theme in my coaching sessions. Leaders should focus on encouraging progress and learning from setbacks, much like how I guide clients to appreciate their journey, including both their strengths and areas for development.

The most effective tool to discover your blind spots is a 360-degree feedback survey, or “360” for short. A 360 asks everyone around you (hence, 360) what you do well and what you should improve. Direct reports, peers, bosses, customers . . . everyone is a possible survey-taker for your 360. It is a must-use tool in leadership development, and I have administered well over a hundred 360s myself. Seek out people whom you interact with regularly and ask them for feedback on how you are doing as a leader. Simply ask them: What do I do well as a manager? What could I do better as a manager? You can use the Start, Stop, Continue framework. Ask them: What should I start doing? What should I stop doing? What should I continue doing?

Fostering feedback exchange is crucial for trust-building in high-performance cultures. Leaders who embrace and encourage upward feedback demonstrate vulnerability, which is essential in forging deep trust within teams. This openness not only cultivates a culture of mutual respect but also galvanizes a team's commitment to their leader, creating a unit that is cohesive and unwavering in the face of challenges. It's about establishing an environment where honest feedback is valued, leading to continuous growth and a team that will stand by their leader, ready to 'go into battle' together!

???????? ??????????????????????: Foster a culture where feedback is welcomed and valued. ??????-?????? ????????????????: Encourage team members to give and receive feedback. ???????????? ??????????????????: Show that you value feedback by listening actively and responding thoughtfully. ????????????????: Provide training on how to give and receive feedback effectively. ?????????????????? ????????????????: Offer anonymous options for feedback to ensure everyone feels comfortable sharing.

Feedback should be a two-way street. Encourage individuals to share their perspectives on their progress, challenges, and areas where they may need support. Foster open dialogue to promote a collaborative environment where individuals feel comfortable discussing their goals, seeking guidance, and providing input on the feedback they receive.

This process is dreaded by managers and employees worldwide, and that is the fundamental issue: we have institutionalized providing and receiving feedback. We record our feedback and keep track of everything we observe regarding an individual's performance. The manager then summons an unsuspecting employee into the office and delivers a year's worth of "constructive criticism" to him or her, akin to a lion poised to attack. Prior to providing feedback, remind yourself of your motivation. Giving feedback is intended to help the circumstance or the recipient perform better. You can't achieve it by being insulting, judgmental, or harsh. Making this process simple and 2 ways can help both individual and the company to grow two folds.

Please consider to stop using the word “feedback” — think about the negative connotation that “feedback” has. Every time I hear the word I think of criticism/weakness. And if the manager does not know how to render it, it can be catastrophic to the employee’s development/trajectory. How about “feedforward” — same definition different way to say it. When I hear “forward” I think about progression, growth. When someone gives me feedFORWARD, I want to listen, develop and move forward with the empowerment to change. I have used and seen team performance & productivity and individual contributions improve greatly! Empower people to change, and be very mindful on how it is rendered.

Help individuals envision their future self upon achieving the goal, boosting motivation through a vivid, personal connection to the outcome. Encourage self-reflection by asking open-ended, insightful questions, prompting self-awareness and analysis of their own progress and development of autonomy in their growth journey. Recognize effort and resilience, not just outcomes, to motivate continuous progress.

Have Dashboards with lead and lag measures and then have open discussions without hierarchy to explore the progress, challenges, responses to the challenges etc., There should be minimum time delay between performance and the dashboard. Also keep everyone's eyes on the big intention all the time.

1. Agree that you both understand what the goals are 2. Know what were the measurement criteria 3. Be blunt and don’t beat around the bush 4. Record the main points of the conversation 5. Register the call to actions and sign off

Lately I've been asked a lot about the effectiveness of performance management systems & annual review processes. These formal review processes can sometimes overshadow ongoing feedback & coaching. Because organizations put so much focus on the formal processes, Leaders often focus too much on annual reviews, suggesting that's the only time feedback is important. This can lead to vague feedback during these periods, as leaders have to evaluate many people at once. A better approach is to coach & recognize regularly, both formally & informally. This helps ensure that feedback is specific & timely, helping to destigmatize the process. It's important to balance formal processes with day-to-day feedback that's direct & relevant to current work.