I first started writing about providing feedback in the remote space back in 2017 with the publication of Effective Virtual Conversations.
The REVET model to feedback preparation™ is one I have shared many times with the teams that I have worked with over the last 18 years, as well as expanded upon in my writing.
Here’s what I shared about the REVET model back in 2020 as many people were starting to embark on their first round of feedback in the virtual space. Given that things are more complex in the hybrid world, it warrants a focus again:
This week’s Effective Virtual Conversations tip, which you can usually find under the hashtag #letstalkvirtual, is all about Team Feedback. With many teams opting to stay Working From Home for the foreseeable future, team feedback is an important loop to help teams excel.
What are the processes you have in place to keep team feedback moving?
We know that feedback is best when it’s specific (detailed about what the person did well or not well, behaviorally – via things that we can see or tangible outputs). Feedback is best when it’s regular, and as close to the event as possible. The longer between feedback and activity, the less valuable it is.
Feedback can be useful when we receive it from those around us – our bosses, our peers, and those we interface with on projects, or stakeholders. Who are you receiving feedback from?
For many years I have written about, and talked about, the REVET™ model of feedback. We want to make sure that feedback is:
- R – What are the roles the person inhabits; what projects are they involved with? What are their goals?
- Considering these questions helps us to make sure that feedback is relevant for the person.
- E – Reflect on performance expectations
- What have been the expectations set about performance? What are the key issues they are focusing on, and most likely value feedback around?
- V - What do they value?
- Some people value feedback delivered frequently and off the cuff. Other team members may prefer to have feedback offered in a structured fashion, or by writing, with sometime between receiving the feedback and then having the performance conversation.
- E – Specific examples. Providing specific examples is absolutely essential for an effective performance conversation.
- Always make sure you have specific examples which you have personally witnessed. If not, you may not be the person to provide feedback in that manner. You could facilitate the discussion with the person and those who see them every day 1-1.
- T – Timing. What is the most appropriate time for the conversation? Is it mid-morning? Evening? Lunchtime conversation?
(Copyright 2020 – Jennifer Britton, VRTWL)
If you have a copy of Effective Virtual Conversations, you’ll also want to check out what I write about Appreciations and Acknowledgements on pages 257 – 258. It’s important to take time to pause and share appreciation with each other. This serves to boost trust, and connection, across the team. I recently have included this activity in my latest mini-course for teams – the Remote Team Builders. You can find it here.
What are the things you are doing to create a team feedback loop?
Enjoy the conversations,
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