A senior team recently asked for some input on how to give feedback – for performance meetings, welfare 1:1s, and about career development.

 

I thought it a real strength that people operating at such a high level were honest enough to request this type of development – and for this particular team, definitely an indication of the strong team and individuals they are already. (Wow, I just love working with people who want to tap into self-awareness.)

 

 

“Feedback is a gift.”

 

Heard that one? Cheesy? Perhaps, and I observe that people on the receiving end aren’t always grateful for the contribution you want to make, but I also know that when feedback is of good quality, it has an amazing effect and is highly valued. And while we often mean well in the feedback we give, we don’t always manage to find the words to make it the quality it should be.

 

So, how might your feedback be better?

 

• “Christine is fabulous; I have nothing else to say about her” – honest, generous, yes . . . but please don’t hold back! Tell me why I’m fabulous and then I can continue to do all those wonderful things you like!) [Reader, clearly I’ve never had this said about me in a 360 – poetic licence only.]

 

• “Continue to be professional” – good to know, and thanks, but . . . what precisely does that mean? So I don’t mistake it for a competency statement from an HR manual, could you add a little detail please? Maybe an example of something you’ve seen me do or you think you know about me?

 

• I’d like to be able to say more about Christine but I don’t know her that well – and do you know . . . I’d have been fine if you’d told me this when I asked you to rate me. Next time an unfamiliar colleague or a brand new member of your team asks you to give them feedback, think if you should politely decline, for all the right reasons. They’ll understand. Reserve your efforts for people who you know well, who you’ve been able to observe for some time, for whom you have something to say.

 

I like to believe that for the most part, raters in a 360 feedback process enter into it with good intent; they really do want to do their very best to give quality feedback about a colleague. But I sense that often, workload volume and demands, a lack of confidence about articulating what they really want to say, or even a low-level, grumbling disappointment in you gets in the way.

 

So if you’re the one requesting feedback, next time you’re making your request, remember that you must play your part in enabling them to understand what’s needed in the feedback they give. Setting up your 360 in advance of anyone even putting pen to paper will absolutely shine through in your feedback report. Making the assumption that your rater knows how to give feedback is a risk you’ll take to your detriment. (Remember my very senior team? Even they’re asking how to do it better. Should tell you something)

 

Work hard to encourage your raters to think about what they want to say in advance of the feedback form landing.

Explain to them why the 360 is important to you.

Thank them, in advance, for their participation.

 

And when you’ve been the recipient of some quality feedback, learn from that and make sure you wrap up an equally valuable gift for someone else when you’re asked to feed back on them.