Let’s take a look at what I said:
This week’s focus is feedback. Out of so many areas teams could focus on, feedback doesn’t always make it to the top of the list. We know from research (Gottman’s work and Barbara Frederickson’s work), that teams that excel are good at both giving constructive and positive feedback.
In the work I do, it’s important to help teams build muscles in both areas.
First, constructive feedback is critical, especially if we are in a virtual and remote team and can’t see each other regularly.
When we provide constructive feedback, which helps people explore WHAT they can do differently or better, we want to make sure our feedback is.
Specific - Don’t talk in generalities. Talk about specific examples and behaviors.
Relevant – Make sure it’s relevant to the work they are doing.
Timely – Feedback four months after the fact is not useful. Be sure to provide feedback as close to the time frame as possible.
Two way – Trust is a reciprocal relationship and feedback requires trust. Are you inviting those you are talking with to provide feedback back to you?
Feedback isn’t always an easy place or things to do, and we need to make sure we do provide it regularly.
Consider what else is important about feedback. In Effective Virtual Conversations, I share the REVET model of feedback – you can find it in part 3 of the book.
While constructive feedback is needed, positive feedback is also important.
Some research has found that teams which excel give 5 x positive feedback to every constructive piece.
What are you doing to provide feedback opportunities?
What are you doing as a team to give both positive and constructive feedback?
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