Better questions, better feedback
Getting feedback about who we are and what we do is the surest way to improve. Most people would agree it’s necessary. A recent BetterUp survey found that 65% of employees?want more feedback, even though they acknowledge it may be difficult to receive. Then again, the feedback we receive from managers and loved ones may not arrive in time or hit the mark — assuming it’s delivered at all.
Asking for feedback can help. Instead of waiting for feedback, we can attract the information we need on our own terms and timeline. But how we ask for feedback matters, too. Unless we ask the right questions, we’re unlikely to get meaningful insights about how we can do better.
To attract high-quality feedback, your questions have to be properly "charged" — that is, tailored to your specific feedback needs. You may be in search of clarity. Or a deeper understanding of issues. Maybe you're trying to see the bigger picture of your performance. No matter the goal, the most effective questions act like feedback magnets that naturally bond and pull this information closer.
Gain clarity with “light bulb” questions
When information that’s shared with us isn’t clear, we tend to make assumptions and fill in the gaps ourselves. “Light bulb” questions can help us better understand what the feedback really means — and what it means for us. They can help uncover the real intent behind what is said and sharpen our sense of where it points.
Some examples of light bulb questions include:
Use a light bulb question any time you need to clarify the meaning of a statement, understand the rationale behind a rating, or grasp the finer points of an appraisal. Unless we make sense of the message, we can’t fully comprehend its meaning.
Go deeper with “funnel” questions
Once we begin to appreciate the feedback giver’s intent, it’s time to go deeper with “funnel” questions. Funnel questions allow us to better understand how decisions were reached and to respectfully challenge the assumptions behind them. They provide an opportunity to trickle down to feedback’s core.
Some examples of funnel questions are:
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Use a funnel question any time you are seeking a detailed analysis of feedback, especially if it’s tied to a performance review. But be selective about which parts of feedback you want to penetrate. Pushing the feedback giver too hard for his or her rationale may be received unfavorably.
Grasp the big picture with “chair lift” questions
Good feedback finds a way to stay grounded and goal-oriented. It addresses current challenges but maps out future possibilities. For optimal positioning, consider asking “chair lift” questions. These questions raise feedback to a higher level where we can widen our view of causes, connections and consequences. They allow us to look at events as if we’re seeing them through a panorama, not a peephole.
Some examples of chair lift questions are:
Use a chair lift question whenever you’re trying to set a broader context for feedback, establish long-term growth goals, or refine your performance targets. This over-the-horizon approach allows us to shift the feedback dynamic from the past to the?future.
We shouldn’t have to wait to get the feedback we need. By asking the right questions at the right moment, we can generate powerful insights about our work and build our capacity for growth. Better feedback begins with better questions.
Keep fixing,
Joe
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Dr. Joe Hirsch is the managing director of Semaca Partners, a?TEDx?and?global keynote speaker, and the author of "The Feedback Fix." His work and research has been featured in Harvard Business Review, Forbes, CNBC, The Wall Street Journal, Inc. and other major outlets. He also hosts the popular podcast,?I Wish They Knew.
Grow and learn with me: personal development, leadership, innovation. I am a project leader, coach, and visual creator, and I share all I learn through my posts and newsletter.
2 年great reminders, thanks Joe! I like the reframe from "why" to "what makes you say that", I think it helps reduce the eventual defensiveness in the other person