(1 minute read)
Feedback: (definition) “Providing information that alerts another person to the potential or actual outcomes from a certain action or behaviour.”
Feedback often gets a bad rap.
Just mention the term ‘feedback’ around some individuals and you can sense them closing-up or going on the defensive (sometimes called an ‘amygdala-triggered response’). The recipient of the feedback can feel threatened for what is about to come their way.
It doesn’t have to be this way.
In providing feedback, it’s important for the individual delivering the message to determine the intention of the feedback. Is it a) to reinforce the behaviour of the individual, or b) to redirect the behaviour. (Note: We discourage the terms Positive or Negative feedback).
Once the objective is clear, it’s then advisable to have some structure to how you deliver the feedback, to increase the goal of achieving the desired objective or outcome.
What’s the I.D.E.A.
I – Identify the specific behaviour that requires feedback
D – Describe the impact of the behaviour
E – Encourage continuation (reinforcement) or change (redirection)
A – Agree on an action plan, way forward, or next steps.
When we provide structure to our feedback, it has more chance of being received openly, and there’s much greater chance of achieving the desired objective of reinforcing or redirecting the actions and behaviours of our colleagues and team members.
Feedback is the compass for greatness. It tells you what to avoid, where to explore, and where you excel.
(Henrik Ceder)