This week we’re continuing our journey throughout the Foundations of Feedback .Last week we looked at what is important about feedback, considering why we are going to o it as well as some resources around feedback. This week we are looking at different models of providing feedback, as well as making sure we follow up on feedback.​
There are many different models out there for providing feedback, from the sandwich method to stop, start, continue, to merging positive and constructive feedback.
In the sandwich method, you start with a positive and end with a positive, providing the constructive feedback in the middle. The nice thing about this module is that positive feedback can open the space for conversation, and leading from strengths, and then ending in the same place. It’s important that it does not feel like it becomes seen as a fake approach. If you can’t focus on two strengths related areas, probably not the best method to use.
​The Stop, Start and Continue method of feedback is often used in the realm of project management. Whether we are looking at individual performance or team performance it can be useful to identify what we want to stop doing, start doing and continue. This method can be rolled into the red light, green light, amber light framework as well - to provide a quick visual of the Stop, Start and Continue.
​A team based feedback method I like to use with the teams I work with starts by team members providing each other with feedback on the strengths they see in each other. For example, let's say a virtual team gets to get together for some training. Working in smaller groups I will have them first reflect on then share with each other their reesponses to "I see one of your strengths as _____. For example when you______.". Or the positive feedback may be framed as "I appreciate _______. I'm thinking about the time when you ______".
​This activity has the tendency to bring people together very quickly across a team, and peer feedback can sometimes be more powerful than leader to peer feedback.
​Part 2 of this activity has people then think about and share with their partners "I'd like to see more of .....". This often points to the growth areas, or development areas, in their peers. By hearing the stretch feedback from several peers it also provides different options, perspectives and possibilities for people to step into.
Questions to consider:
​What methods of providing feedback do we currently use?
What model of feedback will I use in upcoming conversations?
What is valuable about that approach?
​What can we do to set the stage for the most successful feedback conversation (refer as well to last week's Teams365 #862: Preparing for Feedback)
​Click to Tweet and Share today's post:
There are many different models out there for providing feedback, from the sandwich method to stop, start, continue, to merging positive and constructive feedback.
In the sandwich method, you start with a positive and end with a positive, providing the constructive feedback in the middle. The nice thing about this module is that positive feedback can open the space for conversation, and leading from strengths, and then ending in the same place. It’s important that it does not feel like it becomes seen as a fake approach. If you can’t focus on two strengths related areas, probably not the best method to use.
​The Stop, Start and Continue method of feedback is often used in the realm of project management. Whether we are looking at individual performance or team performance it can be useful to identify what we want to stop doing, start doing and continue. This method can be rolled into the red light, green light, amber light framework as well - to provide a quick visual of the Stop, Start and Continue.
​A team based feedback method I like to use with the teams I work with starts by team members providing each other with feedback on the strengths they see in each other. For example, let's say a virtual team gets to get together for some training. Working in smaller groups I will have them first reflect on then share with each other their reesponses to "I see one of your strengths as _____. For example when you______.". Or the positive feedback may be framed as "I appreciate _______. I'm thinking about the time when you ______".
​This activity has the tendency to bring people together very quickly across a team, and peer feedback can sometimes be more powerful than leader to peer feedback.
​Part 2 of this activity has people then think about and share with their partners "I'd like to see more of .....". This often points to the growth areas, or development areas, in their peers. By hearing the stretch feedback from several peers it also provides different options, perspectives and possibilities for people to step into.
Questions to consider:
​What methods of providing feedback do we currently use?
What model of feedback will I use in upcoming conversations?
What is valuable about that approach?
​What can we do to set the stage for the most successful feedback conversation (refer as well to last week's Teams365 #862: Preparing for Feedback)
​Click to Tweet and Share today's post:
​Jennifer Britton
Potentials Realized | Coaching Team Leaders
​Author of From One to Many: Best Practices for Team and Group Coaching (Jossey-Bass, 2016)
Looking to spark more conversation with your team? Consider the Conversation Sparker(TM) Cards
Set up a conversation about how we can support you and your team best
(416)996-8326
Potentials Realized | Coaching Team Leaders
​Author of From One to Many: Best Practices for Team and Group Coaching (Jossey-Bass, 2016)
Looking to spark more conversation with your team? Consider the Conversation Sparker(TM) Cards
Set up a conversation about how we can support you and your team best
(416)996-8326
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