Over the last decade, I’ve conducted thousands of 360-degree feedback interviews with the colleagues of the leaders I coach. My goal with these sessions is to get a better sense of my clients’ strengths and weaknesses, but more often than not, the feedback isn’t particularly useful.
How to Give Feedback People Can Actually Use
It should meet eight criteria.
October 27, 2017
Summary.
Most of the feedback we receive isn’t actually very useful. It’s often filled with platitudes and vague labels like “inspiring,” “great,” or “lacking executive presence.” To help someone grow, try strategic developmental feedback instead. This kind of feedback includes eight components. It is: 1) Big-picture focused, 2) Organizationally aligned, 3) Behavioral and specific, 4) Factual, not interpretive, 5) Both positive and negative, 6) Focused on patterns, 7) Linked to impact, 8) Prioritized.
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Give feedback that your employees can hear and use.
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How to Give Feedback
Your employees need feedback for their development. Here’s how to deliver it in a way that’s helpful, not harmful.
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New!
HBR Learning
Feedback Essentials Course
Accelerate your career with Harvard ManageMentor®. HBR Learning’s online leadership training helps you hone your skills with courses like Feedback Essentials. Earn badges to share on LinkedIn and your resume. Access more than 40 courses trusted by Fortune 500 companies.
Give feedback that your employees can hear and use.