Giving positive feedback sounds like something leaders should love doing. But the reality is we often find it hard to give positive feedback that comes across in the right way and at the right time. Here’s a simple four step feedback model to help make positive feedback easier and more effective.
“Can I…?”
The first step in giving any kind of feedback is to ask the person for their permission to give them feedback. Sounds strange, but it works really well. Asking for permission is important whether we are giving positive (reinforcing) or negative (constructive / improvement) feedback. Asking permission primes the person mentally to be ready to receive the feedback, and also lets them know what is coming. If a person isn’t ready to receive your feedback, then it will be pointless giving it anyway, so we may as well check first.
It’s as simple as:
“Can I give you some feedback?”
“When You…”
Once you’ve got the go-ahead from the person you are giving the feedback to, the second step is to describe the behaviour you witnessed that you want to comment on. You can only talk about behaviours – the things you actually see, hear or read. You can’t talk about the person’s attitudes or intentions, as the feedback will be less effective, and the person won’t be clear on exactly what it is they did well that you want them to continue doing in the future.
Like this:
“When you fill out your reports with so much good detail about what happened during the shift…”
Or
”When you put those signs up further down the road to make sure people know you’re working here…”
“Here’s what Happens…”
The third step is to tell the person what happens when they do the thing you have just described. You can talk about the specific outcomes of the action, and also the intangible outcomes such as how it makes you or others feel.
“… I’m able to go to my team meeting very well prepared, and I have a clear picture of what happened during the shift. I don’t need to second guess what might have happened and this makes both of us look better.”
Or
”… you make the job much safer, which means there’s much less chance of you or someone else getting hurt. You also show me and others that safety matters in our team, which is great!.”
“Thank you” (And You’re Done)
Finally, thank the person for what they’ve done, and leave it at that.
Feedback shouldn’t be a huge deal or a drawn out process. As long as we get our message across that we are pleased with the way the person acted or behaved, and that we’d like that behaviour to continue, then our job is done.
You can pause when you’ve finished giving the feedback to see if the person has anything to say, but most likely all you can expect to hear back is a thank you in return.
Positive feedback should be a frequent event, so we need to make it short, sharp and to the point. We can do this effectively by following this simple four step model.
PS Can I give YOU some feedback? When you read my blog and I hear from you by email or in the comments, it makes my day and I feel happy that I can make a small difference in your life and work. Thank you.
- Jamie Ross
Mining Man - Safety, Leadership and Productivity Ideas for the Mining Industry
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