FEEDBACK OR FEEDFORWARD? TRY FEED-THE-MOMENT

It’s the time of the year where managers start to have performance reviews with their team members.?Some managers may also be choosing how to give Feedbacks, or how to facilitate Feedforwards (made well-known by Marshall Goldsmith), to deliver their message in the most “diplomatic” way possible.

Feedback, as the word suggests, is about looking back at what the person has done or said in the past.?Managers usually try to use the sandwich model, saying something they really want to say as a point of improvement, but cushioning it with other “positive” stuff about the team member.?An example could be: “ You have performed really well over the last year.?But sometimes in meetings, you tend to be overpowering with your views and don’t seem to be listening to others’ opinions.?In any case, you have been a great asset to the company”.?The problem with such an approach is that people may start to feel manipulated, and is always waiting for your “but…..” and discard the positive stuff as fluff.

In feedforwards, team members look towards the future, choose an area they want to change and ask for advices from others.?This process facilitates collective wisdom and 2-way sharing between colleagues from different levels and departments.?However, feedforward requires a lot of self-awareness on the person choosing what they would like to change, and may sometimes miss the mark with what really needs to change.?You may get a feedforward like: “I want to have a more healthy lifestyle. What advices can you give me?”, when the real issue this person is facing is commitment to their goals at work, and at home.

Feed-The-Moment is leading in the moment, constantly giving acknowledgement, appreciation, encouragement, or points of improvement, as it is, and nothing else. ?This is a simple 2-Step process.?The golden rule here is, at any moment, use only one of the 2 steps. ie. We split the sandwich model across time, instead of eating it all at the same time.

?Step 1:?MEET THEM WHERE THEY ARE

A good leader is a good looker; someone good in looking into the good of others.?This is the space where leaders are good in spotting moments where they see team members are doing well, and reinforce these attitudes and behaviours by acknowledging and appreciating them on the spot.?When acknowledging, I follow the 3 “S”:

1.????Sincere (say it because you mean it)

2.????Specific (exactly what did the person say or do)

3.????Spot-on (do it when you see it, not 1 week, 1 month or 1 year later)

When team leaders do this constantly, they start to build Trust.?Team members know that their leader is rooting for them, they are being seen, heard and appreciated. When leaders do this, do just this.?No sandwich.?Just step 1.?Team members will know that this is sincere, and will not be suspecting any hidden agendas or waiting for your “but”s….

?STEP 2:?CHALLENGE THEM WHERE THEY CAN GO

A good leader is also one that can constantly see potential in their team members.?I define potential as the gap between where you think you can go, and where you can actually go.?This is where team leaders can go straight to the point, and offer some observations, advices or even coaching, for self-reflection, changes and growth.?When we challenge team members to do more and be more, there can often be some Tension.?However, the ground work has been laid with Trust, in step 1.?The Tension is now being balanced with Trust. The more you want to challenge your team members to improve, the more trust you need to build in the first place. They know you are on their side; you are challenging them because you see value in them, and because you want to add value to them.?They feel safer to do something unsafe, and more confident to change and improve.?They become less defensive and more open to change when they know you’ve got their back.

Performance reviews don’t have to be a quarterly, bi-annual or annual process.?Feedbacks and feedforwards have their strength and advantages.?But when team leaders can be more present, and lead more in the moment, using Feed-The-Moment, positive behaviours and mindsets are constantly reinforced, while changes and improvements are more readily embraced.