What techniques can you use to ensure feedback is fair and unbiased?

Fair feedback often means that one to declare dual relationships and competing interests if any. This is a practical way to help the individual seeking feedback that while you will provide some, it may not be as unbiased as they might prefer. This gives them the opportunity to seek out another source of feedback, a priori. Or, include your feedback into a pool of feedback and individually apply various points creating comprehensive change.

El primer paso para tener colaboradores exitosos es contar con perfiles de puesto claros, con responsabilidades o tareas (cuantitativas) y competencias o habilidades blandas (cualitativas) a fin a cada rol y que sean del conocimiento de todos. De esta forma existe un parámetro objetivo de medición de desempe?o y esto da pie a una retroalimentación que impulse el compromiso y mejora continua en la organización.

Timing is everything!!! Avoid those heated moments (no matter how tempting) and opt for a private, chill setting where both parties can really talk it out. Finding that sweet spot between regular check-ins and deeper dives ensures your feedback hits the mark without overwhelming anyone.

What I've noticed is when feedback is provided, it is paramount to be prepared with facts, steering clear of falling into the trap of the recency effect. Sharing facts and incorporating the behaviour associated together with the impact of those actions, can provide a solid foundation in which both parties can effectively share their perspectives to encourage development.

Mantengamos la retroalimentación lo más objetiva y profesional posible. Jamás te presentes con un colaborador a dar feedback de algo que “crees que está pasando”, o de lo que alguien más te haya contado. Pierdes credibilidad como líder y esto solo generará una fisura en la comunicación. Te propongo mejor presentar hechos y datos concretos y comprobables. Esto hará que la retroalimentación sea tomada como un ejercicio de crecimiento que es para lo que está dise?ada.

The sandwich method of providing feedback, despite being very popular among managers, sometimes fails to produce the expected results and here is why: In the first part, the listener hears "hey, I am doing pretty good in my role" and then, at the second part, they turn defensive and start to think "my manager/ my colleague, etc. has just said I am doing great, then why should I improve anything?" In theory, this is a great tool, in practice (where feelings take over), not so great. Those who master the technique... have practiced a considerable amount of time and on countless occasions.

Recently, I've starting asking people specifically how they would like me to communicate with them. It's easy to default to communicating the way we want people to communicate with us -- but of course we're all different. Asking someone how they would prefer that you provide feedback, or redirection, or praise in the future demonstrates care and respect for them as a unique human being. It's thus a great foundation for a healthy working relationship.

Feedback can easily feel like a confrontation or attack. It is important to remember that our perception of the situation is informed by our beliefs and expectations, which might not be shared by the person receiving the feedback. To prevent conflict during the discussion, invite the recipient into the conversation. Give your feedback and then ask "How do you view this situation?". This shows respect for the other person and consideration of their point of view. This will also show you as the manager whether or not they are self-aware and if they are willing to take responsibility for their actions, good and bad. Someone who takes responsibility will be a collaborator in solving the issues and proactive in their growth efforts.

Set clear expectations: Ensure everyone comprehends goals to evade confusion. Utilize tools like SMART objectives. Choose the right time and place: Steer clear of stress and opt for a private setting. Focus on behavior&impact: Maintain objectivity by highlighting observable behaviors and their consequences. Use examples and data. Sandwich method: Give feedback constructively with positivity, criticism, and additional positivity at end. Ask for feedback on your feedback: Encourage their perspective to guarantee fairness. Actively listen and address concerns to nurture dialogue. Follow up and support: Track progress, offer guidance, celebrate advancements, and adapt feedback accordingly to demonstrate support for development.

El feedback tiene como objetivo mejorar el desempe?o de los colaboradores. Lo que no se mide no se mejora dice una máxima del logro de objetivos. Por tal motivo, al finalizar la retroalimentación establece cómo líder en conjunto con tu colaborador un plan de acción en dónde se puntualice la responsabilidad o competencia a mejorar, las acciones propuestas por ambos y el tiempo en el que se revisarán los avances. Inténtalo y me cuentas!

Most important is to create a democratic environment in the organization where everyone's voice is not only heard, but rewarded.

My recommendation is to begin before feedback needs to be given. As humans, we all have blind spots. I think it's our responsibility to progress toward identifying our own. Whenever possible, nonprofit leaders need to engage in and provide training to organizational leaders and team members on recognizing and mitigating unconscious biases. Awareness of potential biases is the first step toward minimizing their impact. Training programs can help foster a culture of inclusivity and fairness, making it more likely that feedback will be delivered without the influence of preconceived notions.