Providing Feedback Doesn't Have To Be Complicated

“Most people do not listen with the intent to understand; they listen with the intent to reply.” ~ Stephen R. Covey

What about that feedback:

We hear it all the time, “I have never received feedback." Do you know your current performance level or how it is perceived or assessed per the established standards? Do you know what the standards are? Do you know what performance ratings you would receive if your "performance report" closed out today?

Where is your team on the feedback spectrum:

Let's flip this around, especially since we are addressing leaders / managers in this article. Do the ones you supervise know the answers we posed above? If the answer is no, then fix that right now!

Am I yelling about this? YES! Yes, I am because it is inexcusable and a failure on your part as a leader / manager if anyone on your team is in this category! Feedback is not only a “formalized” process of using forms and then officially documenting the performance feedback; it is an informal and everyday thing.

Your team should not wander about wondering where they stand compared to the standards. If they are in this situation, you must fix it immediately. Leaders / managers cannot continue to repeat an inadequate feedback cycle.

Leaders / managers should never provide just the minimum feedback required by their respective organization; they will do more for their team than what is required. Leaders / managers should provide feedback and truly coach teammates with professional, constructive & “SMART” Feedback.

Ask questions:

Ask questions and seek to understand. You must know what you are trying to achieve before even providing feedback. Are you trying to help that person become a better version of themselves, or are you trying to prove that you are right and know more?” Seek to understand before trying to correct someone.

I have found that people often do not understand or are trying to accomplish something you may not understand. Even further, they may be battling something you are unaware of. It is always better to ask questions versus assuming.

Explore the SBI method:

*Performance Conversations Are Critical To an Effective Feedback Loop*

I have found the following method to be the most expedient and effective way to provide performance feedback, which I call performance conversations. It will undoubtedly improve the overall feedback loop and drive talent development because leaders / managers are in the best position to coach, lead, inspire, and influence their organization's talent.

Most importantly, a performance conversation isn’t done to a person, but with them. Now obviously, there are those times that it is a "one-way” conversation between the leaders / managers and the member; however, in my 23 years of experience, those times are very rare.

Remember, it’s about fostering a relationship that allows leaders / managers to influence people toward improved performance, development, and positive outcomes in their organization's enduring mission.

Performance conversations are one of the easiest and most effective ways to develop people. If you provide your team with honest, ongoing feedback, these conversations don’t come as surprises either. Experience has shown us that some of the most valuable feedback is given in the moment and routinely to address (positively reinforcing or constructive) behaviors.

Leaders / managers establish trust with their team by providing feedback consistently, without emotion, and with the intent to help others. The more trust and rapport leaders / managers build with their team, the more willingly they will receive and act on future feedback, creating a positive development pattern.

Ongoing Performance Conversations Can

1. Inspire people to continue or reinforce behavior that increases their effectiveness and impact.
2. Advise people to stop a behavior that reduces their development or impact.
3. Counsel people to implement behavior that will make them more effective.
4. Cultivate a more significant commitment to themselves and the organization.

I recommend using the SBI feedback model, which I learned from the Creative Center for Leadership. It’s a simple way to structure performance conversations to capture and clarify the following:

• Situation, describe the specific Behaviors and explain the Impact of the individual's behavior.
• The SBI feedback model can be used to give both positive and corrective performance feedback.

3 Simple Steps

Describe the Situation

• Describe the specific situation in which the behavior occurred. Include the time and place to reduce any confusion.

Describe the Behavior

• Describe the actual, observable behavior being discussed. Keep to facts only and avoid inserting any opinions or judgments.

Describe the Impact

• Describe the results of the behavior in terms of the impact it had, whether the effect was positive or negative.

Leaders / managers should always strive to understand the “why” of the individuals on their team. This turns the one-way act of giving feedback into a two-way dialogue. This approach also ensures that both parties can have a clarifying discussion about intentions versus just the impacts.

Performance Conversations Should Be Talent Conversations

Performance conversations should be approached as talent conversations. They’re an opportunity for leaders / managers to coach their team towards improved performance, development, and positive outcomes. Performance conversations can happen at any time and are part of what it takes to continually coach.

4 Types of Talent Conversations

Leaders / managers should be prepared to hold four types of talent conversations based on an individual's performance. The first step is to clarify whether the person is considered one of the following:

• MAXIMUM POTENTIAL
• SOLID PERFORMER
• POTENTIAL PERFORMER
• UNDER-PERFORMER.

The Maximum Potential Conversation

Focus on future investment. People who meet or exceed expectations and deliver superior results are top talent and are most likely in the top potential category. These are the people who are seen as the future leaders. Leaders / managers must be thoughtful and think strategically about engaging people with maximum potential talent. People in this category are committed to the institution and their profession.

The Solid Performer Conversation

Focus on maintaining or building value for the individual. People in this category are typically individual contributors valued by the organization but could take on more responsibility. It is highly probable that this type of person has not yet “switched on” regarding it being a “job” versus a profession. Encourage them to flip that switch and move the needle on the continuum towards perceiving it as a profession.

The Potential Performer Conversation

Focus on short-range success (the 5- and 10-meter targets). People in this category are individuals who potentially have not had sufficient time in their current position to show significant results but are expected to bring a lot to the role they’re in. Advise and coach individuals in this category to accomplish short-range goals to boost their confidence and show them that you and the organization value them and their potential. Hold them accountable, but also remember to provide the training and development required.

The Underperformer Conversation

Focus on improving performance. People in this category are not meeting expectations. The performance conversation should focus on immediate versus future options, new tasks, or additional responsibilities. Sometimes people in this category make a mistake that they believe is insurmountable, so show them that it isn't true (pending other legal, immoral, or unethical situations).

Sometimes people in this category do not want to perform. It should be evident when individuals in this category are hurting the organization and others by taking the leader's / manager's time away from inspiring the rest of the team and when to align them for something else. As a reminder, always seek to know and understand everything you can; however, you can't waste time and other's potential by holding on to those that don't want to be part of the team.

Performance Conversation Structure

1. Clarify the goal: What’s the purpose of the performance conversation? What exactly does each person want to accomplish? As my friend Joseph Bogdan, MAOL, BCC, SHRM-SCP states, "STRIVE TO UNDERSTAND!"
2. Explore the issues: I say "explore" as I believe it is the best word to describe the true nature of this step because, for me, exploring has a sense of adventure and the unknown. You want to look for and explore strengths, vulnerabilities, development needs, and performance. Identify motivation and career aspirations.
3. Identify the options: Produce plans and opportunities for knowledge gain and development.
4. Set expectations: What do you and the individual want to do first? What are the obstacles or opportunities?
5. Inspire: What support is needed, and can you (should you) provide any? Are you both sure the goals are meaningful and fit the SMART model? How can you help, and what else is needed?
6. Identify the plan: How will you both know they are on target? How will you track efforts and outcomes?

Demands placed on leaders / managers to meet strict organization requirements can be relentless, and priorities and challenges shift expediently and without warning. The key to improving the team's talent development processes is ensuring leaders / managers can hold meaningful performance conversations.

SBI Example

Many leaders / managers are understandably anxious about holding a constructive performance conversation. It’s awkward, and it can be hard to anticipate how the individual will react. Will they be defensive? Will they get mad or hold a grudge? We can’t control someone’s response, but we can control ours.

Let’s examine how to hold a constructive performance conversation using the SBI model:

• I want to discuss the projects you have been working on this last month, and I also need to be completely candid in our conversation and ask you to do the same with me.

This sets up the situation that you are about to discuss.

• I've noticed that you've had to push back the deadlines on three projects over the last two weeks.

This outlines the behavior you are about to discuss.

• Since these projects are delayed, we may be unable to execute the mission we are tasked with.

This is the impact of the behavior.

Invite them to discuss with you by using open-ended questions, seeking to understand and listen for ways that you may be able to help.

Team feedback:

Often, when something happens to, with, or because of an individual, the team already knows and is watching to see what the leader / manager, is going to do about it. It is the leader's / manager's job (before any event like this, if possible) to establish or build trust with their team. Trust is so critical to effective leadership.

Sometimes, the team will simply have to trust that the leader / manager and the rest of the chain of command have handled the situation appropriately because not everything is appropriate to share with the "masses." There are also times when it is obvious, and the team would benefit from an open and professional dialog about the situation.

It is up to the leader / manager to determine which one it is (appropriate or not) to have an open dialog about. If open dialog is the course of action chosen, leave out names, etc., but at the same time, don't spend a lot of time ensuring everything is cryptic; the team already knows a lot about the situation anyway.

Simply put, teach them how to have "grown-up" discussions and how the team can pull together to help their teammate(s) overcome whatever has become an obstacle.

Key Points:

1. Feedback is critical and falls in line with good conversation techniques
2. Prepare, prepare, prepare
3. Do not wait; feedback is continuous
4. Use facts, not feelings, when conducting feedback
5. Feedback is reciprocal
6. Practice makes perfect, if the practice is perfect

Reflective Questions:

1. Do you listen to understand or respond?
2. Do you provide good feedback as a leader?