Whatever your style or your company\u2019s system, chances are that performance reviews are less-than-satisfying events for you and your direct reports. But learning how to give effective feedback and avoiding common feedback mistakes can make the difference between a meaningless (or disastrous) review and a constructive\u00a0coaching conversation<\/a>.<\/p>\n Feedback is one of the most important elements of successful performance reviews because it engages the employee in the conversation and puts the spotlight on key issues. In fact, we believe giving effective feedback is the key to improving your talent development<\/a>.<\/p>\n If you understand the 4 types of feedback, and which one is most effective to start with, giving feedback will feel easier, and your reviews will improve.<\/p>\n Effective feedback is developmental. It gives recipients specific, direct, and constructive information to help them understand exactly what they did in a particular situation and the impact that behavior had on others. Giving effective feedback is the first step in helping others understand (and address) how their behaviors are affecting their performance.<\/span><\/p>\n<\/div>\n Virtually all feedback can be classified as one of these 4 types:<\/p>\n You\u2019ll be better at giving effective feedback if you\u2019re skilled at using all 4 types of feedback for the right times and for the right reasons. You\u2019ll be even better with lots of practice.<\/p>\n It\u2019s important to remember that you can\u2019t control how someone feels about or reacts to feedback. Different people will perceive the same situation in different ways. You can\u2019t \u201cmake\u201d someone like or agree with what you\u2019re saying, but you can increase the chances that your feedback will be well received and not rejected by learning how to give feedback effectively.<\/p>\n The recipient of feedback is more likely to take feedback well if it isn\u2019t\u00a0authoritative.<\/em>\u00a0If the feedback giver is perceived as leveraging positional power or as commanding, dominating, arrogant, or self-centered, the message will be lost. The recipient of the feedback is likely to be defensive or argumentative \u2014 or passively accept what you say, but resent the feedback and act in counterproductive ways later.<\/p>\n Among the 4 types of feedback, impact feedback is the most effective to start with\u00a0<\/strong>because it informs a person about the results of their behavior without dissecting the details, assuming motivation, or placing blame. Try using our widely recognized\u00a0Situation \u2013 Behavior \u2013 Impact model to give feedback and explore intentions<\/a>, making the feedback a two-way discussion.<\/p>\n Impact feedback isn\u2019t authoritative<\/strong>\u00a0\u2014 you aren\u2019t telling a person what to do, setting forth consequences, or judging. Instead, impact feedback informs the receiver, empowers them, and increases the chance they\u2019ll decide to accept the message.<\/p>\n Impact feedback is a great way to start a conversation<\/strong>\u00a0and set the stage for more authoritative feedback if it\u2019s needed. Once the feedback receiver realizes the impact of their behavior, they\u2019re more receptive to prescriptive aspects of authoritative forms of feedback.<\/p>\n Do: <\/strong>Provide feedback that helps and supports employees. Feedback is about addressing specific actions \u2014 it\u2019s not about fixing employees.<\/p>\n Don\u2019t: <\/strong>Judge individuals. This can make people feel defensive by sending the message that only you know what\u2019s right or wrong.\u00a0<\/strong><\/p>\n Do: <\/strong>Present clear and honest feedback, whether it\u2019s negative or positive. If you want to encourage someone to repeat productive behaviors, also tell them what\u2019s going well so they can keep doing it.<\/p>\n Don\u2019t: <\/strong>Offer generalized, clich\u00e9d catchphrases that are vague.<\/p>\n Do: <\/strong>Deliver feedback based on the information that you know \u2014 and be clear that it\u2019s coming from you.<\/p>\n Don\u2019t:<\/strong> Drag a third party\u2019s name into the mix. This can confuse the recipient, who then wonders why others are talking about them behind their back.<\/p>\n Do:<\/strong> Know that negative feedback can be a positive experience for employees. Our research (see below) suggests that most people actually prefer receiving more negative feedback than they\u2019re getting.<\/p>\n Don\u2019t: <\/strong>Sandwich negative feedback between positive messages. When you sandwich the feedback, employees will learn to ignore the first (positive) part because they know the bad news is coming next. And they won\u2019t hear the last (positive) part because they will be focusing on the bad news. (See below for more advice on delivering negative feedback.)<\/p>\n Do:<\/strong> Think about what you\u2019ll say before you say it. Like any skill, giving effective feedback requires practice \u2014 so plan time to rehearse the conversation if you need to.<\/p>\n Don\u2019t:<\/strong> Use exaggerations such as \u201calways<\/em>\u201d and \u201cnever<\/em>.\u201d Words like these can make people feel defensive because there\u2019s usually that one time that was an exception.<\/p>\n Do:<\/strong> Be specific about the behavior you observed.<\/p>\n Don\u2019t:<\/strong> Psychoanalyze the motives behind behavior. It could be a divorce, resentment over a co-worker\u2019s advancement, or burnout, but whatever you think you know about someone\u2019s intents and motives is probably wrong.<\/p>\n Do:<\/strong> Be concise and limit the number of examples and key points. People need time to process the information they\u2019ve received.<\/p>\n Don\u2019t:<\/strong> Go on too long or pile on with too many similar examples.<\/p>\n Do: <\/strong>Show empathy<\/a>. By showing that you genuinely care about their welfare, you\u2019ll increase feedback recipients\u2019 interest and enthusiasm for accepting and using the feedback.<\/p>\n Don\u2019t: <\/strong>Imply a threat. Telling someone their job is in jeopardy doesn\u2019t reinforce good behavior or illustrate bad behavior. It only creates animosity.<\/p>\n Do: <\/strong>Deliver feedback with the tone appropriate for your team and culture.<\/p>\n Don\u2019t:<\/strong> Use inappropriate humor and don\u2019t substitute sarcasm for feedback.<\/p>\n Do: <\/strong>Be direct, so the feedback conversation can be more effective.<\/p>\n Don\u2019t:<\/strong> Phrase feedback as a question. It\u2019s too indirect to be effective, and it may even be interpreted as sarcastic:\u00a0Really?<\/em><\/p>\n Most of us like to give and receive positive feedback \u2014 it feels good, and it can be helpful to know what\u2019s working. But negative feedback is just as important to help people improve what isn\u2019t working. And, if done well, both kinds of feedback are motivating.<\/p>\n In fact, the\u00a0employees we surveyed\u00a0in past research<\/a> reported that they\u2019d actually prefer to get less <\/em>positive feedback (65% as compared to the 77% they were getting) and more <\/em>negative feedback (35% as compared to the 23% they were getting).<\/p>\n With careful thought and planning, negative feedback can be a valuable tool. In addition to the tips listed above, consider these best practices when offering negative feedback.<\/p>\n Trying to balance feedback \u2014 positive and negative \u2014 can feel uncomfortable. But with the right technique and plenty of practice, it can go more smoothly.<\/p>\n Lastly, it\u2019s natural that people will react differently to information about their behavior and performance. Although you can\u2019t force someone to agree with the feedback you give, it may help to consider changing the way you deliver the message to maximize understanding and acceptance. When you\u2019re considering how to give feedback, particularly negative feedback, keeping these things in mind can reduce resistance.\u00a0<\/strong><\/p>\n Giving feedback to a new employee who\u2019s anxious about their first presentation is different from giving feedback to a confident, long-term employee who\u2019s eager for more visibility.<\/p>\n Some people understand your message quickly, while others need time to absorb it. Some will want to focus on decisions, actions, and implications. Others will want to ponder and work out possible solutions on their own. Consider the\u00a0different ways to influence people<\/a>\u00a0and choose the most effective tactic for your situation.<\/p>\n Resistance to feedback or unexpected reactions may be connected to stresses and problems outside work. When you\u2019re aware of a hardship or adversity<\/a>, you may decide to adjust the timing and content of your feedback. But like we mentioned above, don\u2019t assume you know what\u2019s going on; be prepared to handle the unexpected.<\/p>\n For example, you may think a shoddy production report indicates disinterest or laziness. The recipient may agree the report was shoddy, but they may be embarrassed to admit they don\u2019t understand the new method of calculation. So give feedback about the report, but allow the other person to offer their own reasons and possible solutions. Be sure you\u00a0actively listen to understand<\/a>\u00a0their response.<\/p>\n And remember, there\u2019s no need to psychoanalyze or judge the person. Just have a conversation, and avoid common feedback mistakes that leaders often make when giving different types of feedback.<\/p>\n Equip your leaders to know how to give feedback that helps others succeed. Partner with us to create a customized learning journey for your leaders using our research-based modules, including Feedback That Works<\/a>, Psychological Safety, Talent Conversations, and Listening to Understand<\/a>.<\/strong><\/em><\/p>\n","protected":false},"excerpt":{"rendered":" Learn how to give feedback effectively to boost success in your organization. Know the 4 types of feedback and avoid common mistakes.<\/p>\n","protected":false},"author":130,"featured_media":48657,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"","meta":{"_acf_changed":false,"_oasis_is_in_workflow":0,"_oasis_original":0,"_oasis_task_priority":"","footnotes":"","_links_to":"","_links_to_target":""},"tags":[],"class_list":["post-48655","articles","type-articles","status-publish","has-post-thumbnail","hentry","categories-conversations-coaching-skills","categories-communication","categories-feedback-sbi","categories-leadership-tips","categories-talent-development","audience-leaders-managers","impact-level-middle-managers","impact-level-first-time-frontline-managers","region-global","article-type-leading-effectively-articles"],"acf":[],"yoast_head":"\nWhat Is Effective Feedback?<\/h2>\n
The 4 Types of Feedback\u00a0<\/strong><\/h2>\n
Which Seems Most Effective to You?\u00a0<\/strong><\/h3>\n
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![\"Infographic:](\"\/wp-content\/uploads\/2020\/11\/4-types-of-feedback-center-for-creative-leadership.jpg\")
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Why Impact\u00a0<\/em>Feedback Is the Most Effective Type of Feedback<\/h3>\n
![\"Feedback](\"\/wp-content\/uploads\/2017\/03\/Feedback-that-works-ideas-into-action-guidebook.jpg\")
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\nGiving feedback to others about their performance is a key developmental experience. Learn how to make the feedback you give even more effective<\/a> so that others are more likely to hear and benefit from your message.<\/div>\nHow to Give Feedback: 10 Do\u2019s & Don\u2019ts<\/h2>\n
1. Discuss actions without judgment.<\/h3>\n
2. Make sure the feedback is clear.<\/h3>\n
3. Speak for yourself, not others.<\/h3>\n
4. Embrace the value of negative feedback.<\/h3>\n
5. Be intentional with the words you use.<\/h3>\n
6. Stick to feedback about behavior.<\/h3>\n
7. Know the limits.<\/h3>\n
8. Deliver feedback with care.<\/h3>\n
9. Keep snide comments to yourself.<\/h3>\n
10. Make declarative statements.<\/h3>\n
How to Give Feedback That\u2019s Negative<\/h2>\n
Based on Our Research to Help Employees Improve<\/h3>\n
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How to Customize Feedback to Avoid Resistance<\/h2>\n
1. Consider the specific situation.<\/h3>\n
2. Remember that people process information differently.<\/h3>\n
3. Factor in the recipient\u2019s health, personal, and family problems.<\/h3>\n
4. Individualize your delivery \u2014 keep in mind your employee\u2019s strengths and weaknesses.<\/h3>\n
Ready to Take the Next Step?<\/h2>\n