What is the intended outcome of our communication?
The way we provide feedback makes a difference in how people receive and act on the feedback. If our goal is to provide feedback to change behavior for the right reasons, we need to message our feedback in the right way. Dr. Pilcher dissects real-life situations where feedback was given that wasn’t asked for, or that hurts the receiver, and offers solutions and tips to improve the interaction.
This episode addresses questions, such as:
- How can we provide feedback that changes behavior?
- What happens when we send emotionally charged responses?
- How does aggressive language negatively affect the receiver?
Related Resources
Three Positives for Every One Constructive Feedback
Feedback is a gift. Negative feedback rarely feels rewarding. While delivering critical information is sometimes required, an ill-proportioned amount of negative feedback can be damaging to teams and individuals. The remarks intended to improve performance can end up having the opposite effect.
Key Words at Key Times
As we strive to communicate effectively, we think about the outcome we want from the communication. Thinking ahead is so important to helping you choose your words well, regardless of the communication tool used. We call this effort Key Words at Key Times. Deliver the right message in the right way to the right person at the right time.Using Key Words at Key Times, creates a more positive relationship and reduces anxiety for the receiver of the communication.
Provide Feedback That Inspires
Telling people what we think about their performance doesn't help them improve. Think about the last time you received constructive criticism. Did it actually prompt you to change your behavior? Did you agree with the person providing the feedback? Or did it provoke annoyance instead of prompting action? When we highlight the shortcomings of others, they tend to react defensively.
Plus/Delta
Continuous improvement is a mindset and an approach to our work with teams. Being successful with a team means the leader has established a productive level of trust with team members. This level of trust is supported by having the team engaged in meaningful work that will support the success of the organization. Engaged employees want to provide useful input and feedback. Using the plus/delta process with our team engages employees in conversation that validates their feedback and ideas.
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