In its literal translation, feedback means «feeding back.» An essential element of professional communication, feedback is a way of conveying a «feedback» to a person (a collaborator, manager, colleague…) about their actions and skills, with the goal of influencing their future actions, either by confirming or strengthening them, or by modifying or improving them.
Feedback is not something that comes naturally and requires an attitude, a culture of trust and kindness to know how to give feedback, but also to receive it. Before reaping all the benefits, it is therefore necessary to first establish a favorable framework and implement the right practices. An overview of feedback!
The culture of feedback to progress together
Everyone has a different view of what «doing your job well» means, and it is rare for a team to be immediately effective without a preliminary dose of trial and error… and failure! Feedback is a way to take stock and quickly determine what works and what doesn’t. adapt our individual and collective ways of operating.
For the manager, Feedback is an indispensable tool for to guide and advance his/her employees (but also his peers and the top management). Through feedback, the manager explicitly tells the employee the actions and behaviors that contribute to the success of the mission from the team or service, and those who create less value or worse, serve them. The feedback then allows us to consider different paths together to do things differently and get on the same page.
With the evolution of work modes and the increasing autonomy granted to collaborators, They become demanders of feedback to confirm whether they are on the right track or not. For some employees, recognition is a powerful motivator at the service of a better Employee experience, And making regular returns on their work shows an interest that strengthens their commitment.
According to the 2024 edition of Employee Experience Barometer Let’s talk about HR: 73% of the companies with a employee experience approach collect employee feedback, compared to only 44% of the companies without a dedicated policy!
The benefits of feedback in the workplace
By strengthening the trust between the manager and the employees and enabling the improvement of practices and behaviors, feedback optimizes individual and collective performance and promotes engagement.
The art of feedback is presented many advantages Among whom:
- Strengthening and anchoring the appropriate behaviors within the organization
- Limiting inappropriate or incompatible behaviors with the company culture
- Having an immediate response to an action and quickly clarifying misunderstandings
- Regularly realign with intentions, goals, and ways of doing things
- Progressing and learning as a manager and helping your teams progress
- Strengthening the motivation and commitment of the teams
In short, « feedback is a gift »… feedback is a gift!”
Granted, giving feedback can be difficult for many reasons: out of fear of the other person’s reaction, or because of a lack of practice… Feedback is a practice; you need to train and prepare well to achieve it!
Positive feedback or constructive feedback?
It exists two main types of feedback :
Positive feedback or motivational feedback
Positive feedback allows for highlighting a practice, a behavior that is beneficial and creates value, To anchor it in the person’s practices and to value and thank them.
Example of positive feedback: « Sévérine, bravo for your intervention during the meeting on managing customer incidents. You took the time to illustrate and cite the figures; your presentation was clear and impactful. This enabled the entire service to better realize the importance of prevention. Thank you for that ».
Constructive feedback or improvement feedback
Constructive feedback allows us to point out practices or behaviors that can still be improved! Improve by doing more, less, or differently. However, we must be vigilant about the form by applying the OSBD process below.
Example of constructive feedback: « Hugo, when you sent that email to our client, I felt left out because I wasn’t part of the loop and I invested a lot of time and effort into this project. Would it be possible to have me copy the next exchanges so that I can be kept directly informed of our client’s feedback? Thank you ».
OSBD Process and Non-Violent Communication (NV)
The OSBD (Observation, Sentiment, Need, Request) method is a non-violent communication (NVC) method based on empathy, self-listening, and listening to others, which can help to release the words.
The OSBD formulation allows us to speak in the «I» and avoid the «You» that kills:
⬜ Observation To be factual, without judging, like a surveillance camera
« When you did this… »
⬜ Sentiment : share their feelings about the situation in a transparent way
« …I felt myself.... inspired | discouraged | powerless… »
⬜ Need : to explain the need, whether nourished or not by this experience
« …because I need it... support | inspiration | clarity | freedom | consideration | recognition… »
⬜ Request : make an application clear and accessible in the form of a question
« Would you agree?... that it be me who takes the lead next time | that we establish an ODJ before the next meeting | that we change the schedule…?»
The keys to successful feedback
To succeed in your feedback, it is essential to create a favorable framework and conditions.
The framework for successful feedback
✔️ Choosing the right time: check the availability of the contact (emotional, schedule…)
✔️ Choosing the right place: go away to a quiet place
✔️ Giving feedback as close as possible to the occasion so that the memory remains fresh
Posture and intent of the feedback
- Confirm that your intention is indeed to to advance the other in a win-win operating mode (in this sense, it is different from a reframe).
- Be even more benevolent During your feedback: this exchange is an opportunity to better understand the way the other person thinks.
- Naturally, Be attentive and maintain an open posture.
Preparing your feedback
- Ask yourself if it is It is pertinent to make this return : « In what way is what happened important to me? »
- Collect as much as possible factual data, Especially if you were absent at the time of the events
- Associate the facts with an important value for you and the company : « Bravo, you took the time to train Damien yesterday on your own initiative; this brings to life for me the value of mutual support and collaboration.«
- Mentally project yourself onto the achievement of the feedback and listen to whether it sounds right or whether implicit messages – different from your intention – could be perceived.
- Avoid giving feedback in a rush so you don't get overwhelmed by emotions!
Good feedback practices for the manager
Here are some good habits to adopt so that feedback becomes ingrained in the company’s culture and becomes a part of it. daily practice of management :
- Regularly giving feedback to your teams: it’s by forging that we become a blacksmith!
- Observe and take advantage of every opportunity Positive feedback : it does good to everyone and it gets you moving!
- Solicit feedback as a manager! If you are new to the job, you may be clumsy at first, and that’s okay… If you’re uncomfortable, communicate it to your counterpart:« I’m not comfortable with what happened but I don’t really know how to find the right words to talk about it and together figure out how to do better next time.« .
- Ritualize feedback in your interactions with your employees and integrate it into individual conversations.
- Create opportunities for collective feedback by organizing moments of reflection (retrospective)
- In the case of an constructive feedback, To gather the factual elements to clarify the situation, either from the witnesses of the scene or from the collaborator himself by asking him the question (« What happened yesterday? »)
How to miss your feedback properly?
To better understand the concept of feedback and not to «fall by the wayside,» it is useful to recall: some attitudes that are distant – or even contrary – to the spirit of feedback :
❌ Giving feedback between two doors
❌ Giving feedback in reference to something vague, non-factual, non-constructive, based on subjectivity, for which there are missing details (« I’ve heard it said that…« )
❌ Giving orders or instructions
Constructive feedback is not a reframe… Constructive feedback takes the form of open questioning about ways to work better together, whereas a reframe consists of a reminder of the rules – without discussion – when a red line has been crossed.
❌ Not being open to discussion, therefore unable to listen to the other person
In conclusion, the feedback can be summarized in 3 key messages:
- Feedback, when it is reciprocal, allows managers and employees to progress by strengthening trust and collaboration.
- It’s better to give inaccurate feedback than no feedback at all. The important thing is to remain humble and factual, with a benevolent and constructive mindset.
- Feedback is a practice that requires training. Be kind to yourself and persevere in your practice!
