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Getting your “feedback” head on
How to adopt the right mindset in order to give successful feedback
Théorie
Introduction
The mindset you adopt when you’re giving somebody feedback is essential. You need to adopt a frame of mind that’s completely removed from any judgement, referred to as “radical candor” by Kim Scott in her book published in 2017.
When you give feedback, you’re trying to improve somebody’s behaviour or attitude, challenging the view that this person has towards their actions, decisions or performance. This should be reflected in the way you formulate your feedback: make sure you dissociate the person from their actions so that it doesn’t come across as a personal attack.
Description
Depending on the situation, feedback can be addressed to:
- a member of your team
- a member of another team
- a manager
As the person giving the feedback, it’s important to prepare in advance to make sure that you’re differentiating feedback from judgement. You’re there to help the other person move forwards.
Below are a few examples:
The person receiving the feedback may also want to spend some time getting into an open mindset that is conducive to active listening. To do this, it’s important to:
- not get defensive
- ask for explanations if necessary
- refrain from justifying your behaviour or actions (“yes, but…”)
- thank the person delivering the feedback for their input
Tips and advice
- If, despite all the precautions taken, the person receiving the feedback feels unsatisfied or attacked, they should seek feedback from other people involved in the situation concerned. This can only help them to take a step back, reflect, and grow.
- Feedback sessions can be arranged upon the initiative of the giver or receiver. The receiver can request feedback at any point throughout the year, perhaps before an important meeting or interview in order to enrich those discussions.