Continue, Stop, Start: How to Facilitate Team Feedback Sessions

HUMAN-CENTERED DESIGN METHODS SERIES:

Receiving and incorporating feedback is a crucial skill that every high-performing team must practice mastering. It is also true that feedback can sometimes be challenging to accept and give. I have been using a feedback model that effectively fosters a culture of feedback within my teams called the Continue, Stop, Start feedback model.

The Continue, Stop, Start model for giving feedback provides participants with actionable feedback, highlights productive behaviors, and encourages team members to extend themselves outside their comfort zone. I have found that this method creates a culture where team members become energized rather than demoralized by receiving feedback. Let's jump right into it!

How to facilitate a Continue, Stop, Start feedback session:

1) Assemble your group (ideally at most 5-7) in a quiet setting.

2) Ensure that each person has a pencil and a set of Post-it notes.

3) Have each team member write brief feedback for each person based on three distinct steps: Continue with..., Stop with..., and Start with...

4) Begin with the “Continue with...” step, writing one Post-it note for each group member based on your observations of their performance during the project or work.

5) Repeat this process for the “Stop with...” and “Start with...” steps.

6) Once everyone has prepared their feedback, you can pair up with another individual, giving you some space to exchange feedback without interruptions from others.

7) Continue this feedback exchange until everyone has provided and received feedback from everyone else.

8) Reconvene as a larger group and engage in a discussion about the feedback session.

During this process, remember to:

• Take your time and express feedback in a specific manner.
• Every team member should have equal time to speak—no one should be allowed to “take over” the meeting. Use a timer if this becomes an issue. Only those with the timer can speak.
• Formulate feedback using “I” messages, for example: “I noticed that when you present your findings to the client, you tend to use excessive jargon that many people in the room are unfamiliar with.” ?
• Avoid rushing and allow any initial emotional reactions to subside before you seek clarification or discuss the feedback.

I encourage you to begin running these feedback sessions with your team. Pay close attention to how your team dynamics change over time as you run these sessions. I’d love to hear how they have affected your team’s feedback culture.

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