Theme 8: Constructive Feedback

This article explores one of the most important roles of a leader - giving and receiving constructive feedback. Feedback has the ability to move and shape an individual or team in a positive way however as we know or have witnessed from our past experiences, it has a flip side. It can also be damaging and destructive. Before I explore some of the proven strategies I have researched and used in the past, I would like to unpack 6 important questions to increase our knowledge and awareness of this key leadership area.

1. What is feedback?

My definition is simple however it can be clearly articulated when needed which is important.

“Feedback is a process that enables people to take part in open and authentic conversations in a safe way resulting in a strong learning culture”

Q: If you had to provide a definition of feedback, what would you say?

2. What is the purpose of giving constructive feedback?

Quite simply, over time constructive feedback develops strong and trusting teams. Teams that are encouraged to grow and develop personally and collectively. Giving and receiving feedback also demonstrates to people that you are fostering leadership in others. Isn’t that a major part of our role as leaders to allow people to be the best they can be?

Q: How are you currently using constructive feedback to foster leadership capabilities in others?

3. When should leaders give feedback?

Giving constructive feedback needs to be a process that you employ every day as a leader. I fail to see how leaders can grow and develop teams unless they are using both informal and formal methods of feedback with individuals and teams. The Harvard Business Review provides an accurate statement around its importance in an organisation:

“Providing feedback is not merely a hoop to jump through when the time for appraisal or performance reviews rolls around. It should be an ongoing process woven into the fabric of everyday work”.

As a leader, how are you currently providing constructive feedback to your team or organisation? How much of that feedback is planned or unplanned?

4. Are there different types of constructive feedback and if so, what are they?

The Federation University in Australia’s definitions of constructive feedback is clear and concise. As you will see, they have broken constructive feedback down into 4 areas.

Negative feedback – corrective comments about past behaviour. Focuses on behaviour that wasn’t successful and shouldn’t be repeated.

Positive feedback – affirming comments about past behaviour. Focuses on behaviour that was

successful and should be continued.

Negative feed-forward – corrective comments about future performance. Focuses on behaviour that should be avoided in the future.

Positive feed-forward – affirming comments about future behaviour. Focused on behaviour that will improve performance in the future.

I like how they recommend that constructive feedback should always be specific, issue-focused and based on observations. This signals the importance of making sure that the feedback conversations we have with people are relevant, targeted and data-driven.

However, there is an issue that exists with these definitions. Can we always categorize feedback as either positive or negative?  What about the feedback that we need to give that is hard, challenging and requires courage however it may not be categorized as ‘negative’. The strategies I outline later on in this article will address the need to ensure that constructive feedback always needs an element of a person's strength in an organisation along with achievable next steps. This means we can move away from defining constructive feedback as being either a ‘positive’ or negative’ experience.

Author and entrepreneur whose thinking I have used a great deal in terms of my leadership learning. He defines two areas of feedback: internal - how you feel or experience something, and external - what’s happening around you and the results you're getting.

Q: Reflect on the constructive feedback conversations you have had in the past. Have they been either negative or positive or have they focused more on a person's strengths and next steps?

5. Why do leaders avoid giving and receiving feedback?

Time is often a factor. As we know leadership can be extremely busy and time is precious. Having important constructive feedback conversations can move to the bottom of the list, however, they always need to remain at the top.

Historical issues can be a factor for avoiding providing constructive feedback. For example, a feedback conversation that has gone wrong in the past which resulted in a relationship breakdown.

Knowledge is also a factor. Some leaders avoid giving constructive feedback because they lack knowledge and or experience which can be detrimental to an organisation over time.

Q: Have you avoided giving constructive feedback in the past? If yes, what have been some of the things that have got in the way?

4. When does giving and receiving constructive feedback not effective?

When it is given at inappropriate times.

When it is given in the wrong way. We have all heard the expression, it’s not what we say, but how we say it. Belittling or berating individuals or teams is the biggest way to lose trust and credibility as a leader.

When it is not given regularly and consistently.

Feedback is not effective when it has no purpose, meaning or relevance.

The feedback that is weak and superficial will often have no impact on people's growth and development. People often tend to dismiss comments that have no objectivity.

When it is avoided as mentioned above. Not giving constructive feedback gives team members the license to continue operating the way they always have.

Q: Think back to times in your career when the constructive feedback you have been given, has not been effective. What was the learning for you?

Giving Feedback - the deal breakers

Being honest. Remember, honesty builds trust, trust encourages growth.

Planning and Preparation is really important, especially when giving formal feedback. I often use a script I have prepared and practised which creates a scaffold for the conversation I am about to have.

Self-talk is a great strategy to dispel any fears or concerns you have when giving
constructive feedback. 

Some self-talk prompts: 

“I will deal with this situation the best way I can”

“I’m prepared to listen, use questions to clarify and accept that I don’t fully understand the
problem” 

“The person I am going to talk to has the best interests of this organisation in mind”.

Continually seeking internal meaning either before or when giving constructive feedback. For example: “This is what I’m seeing, this is what I’m hearing, this is what I’m feeling” Using your intuition is important as a leader.

Staying true to your core values. This is what you will be remembered by. No more needs to be said.

All constructive feedback conversations need to be based on a person or team's growth and

development, not just the things that needs improving.

I think one of the most effective leadership skills when delivering constructive feedback is allowing people to see your human side i.e. vulnerabilities, weaknesses, areas you need to work on. Modelling vulnerability and your ability to be open is a strength as a leader. It is also giving people the message that we are not perfect and this is OK.

Thanking and acknowledging team members for their efforts needs to not only be part of constructive feedback discussions (when appropriate) but part of your daily practice as a leader. I have also found in the past that if I have used this strategy effectively when it comes to having tough conversations, there is more trust and buy-in from individuals and teams because they know you are not always just focusing on the things that need to be improved.

The language we use determines success or failure when it comes to giving constructive feedback. It’s also often what people remember the most.  As a leader, you are regularly faced with challenges and issues that you are expected to manage. You can still get your message across in a powerful yet respectful way. For example: “There’s something that needs to change” indicates to a person that you are being responsive and strong as a leader however not dictatorial or harsh. I like how Brene Brown uses terms like the importance of being tough and tender when having brave and courageous conversations. There needs to be a balance.

The questions we ask. This is really important as this indicates to the person or team we are working with that we are curious, interested and want to know more. We are all learners!

The skill of paraphrasing to clarify a situation or gain further meaning. For example: here’s what I’m seeing from what you are explaining to me, am I on the right path?

I rate the skill of circling back when giving and receiving constructive feedback. Sometimes we are not necessarily positioned to take on a lot of information at once. Circling back gives us the ability to state that you need to pause and take time to think about something. I think as leaders there is always an urgency to deal with an issue or challenge quickly and then we can move onto the next thing. Circling back gives us the gift of time which can be a lifesaver especially when we are dealing with tricky and challenging issues.

I think feedback can be extremely powerful when leaders acknowledge and recognise the strengths in others and then use these strengths to not only address challenges but also to develop capabilities in others. This relates to my comments above when I discussed negative and positive feedback.

Body language also needs to be considered when giving and receiving constructive feedback. Folding your arms, for example, indicates that you are protecting yourself and exhibiting power and control as a leader.

Treating people with respect. This is when we need to come back to our core values. I often ask myself, “would I like to be spoken to this way?” Practising empathy and keeping people’s dignity in place is crucial especially when conversations are tough and challenging.

Make sure you use robust statements that have been well thought through.

Time. As a leader, you need to learn when it is the right time to give constructive feedback. Using your intuition and common sense comes into play here.

specific people. This is especially important when you are leading a large team. Keep a record/journal of your feedback conversations.

Always make sure what you are delivering in terms of constructive feedback has a context or relates to appraisal or performance goals.

Carefully consider where you are giving feedback. Is the location appropriate? Vulnerability and shame researcher, Brene Brown reminds us that we are ready to give feedback when we are sitting next to the person instead of across from them. This demonstrates that we have considered the relationship and there is no power differential.

Receiving Feedback - the mind shifters

Own your part in a constructive feedback conversation. As a leader, you need to give people the opportunity to share what they need to and not be judged on what they have to say.

When receiving feedback, always look for the good in a person, however hard this maybe sometimes.

A really important consideration is allowing people to have felt during a constructive feedback conversation. Make space in the conversation to allow people to feel the way they want to feel however it’s important to not take responsibility for their feelings.

Again, keep referring back to your core values especially keeping your integrity intact. Make sure that you don’t start naming and shaming others so as to maintain your credibility and status in the organisation. There is no place for ego.

As a leader, we also need to listen and consider what others are saying as well as discuss what might need to change as a result of a feedback conversation.

At all cost avoid being arrogant, self-righteous and defensive. Enough said.

Providing constructive feedback can be extremely tough and challenging and if you ask leaders is probably one of the most difficult parts of their jobs. However, on the flip side, it is extremely powerful when it is executed in the right way. Giving and receiving constructive feedback is about shared responsibility, ownership, an absence of ego, and growth and development.

As leaders, we all have a responsibility to give and receive feedback and consider and apply what has been said in order to develop as an organisation.

sean bailey managing director – company owner m +64 21 059 8305  e sean@empoweryounz.co.nz   christchurch new zealand  w empoweryounz.blogspot.com

“Helping organisations thrive, by enabling and empowering leaders”