Feedback, Giving

Owned by Vishakha Pinge
Last updated: Jan 18, 2024 by Mridula Ujjwal
4 min read

Radical Candor happens when you show someone you Care Personally while you Challenge Directly.

You care personally when you decide the feedback is developmental and are mindful of how you give the feedback. Even the most critical feedback can be provided in a considerate, clear, and healthy manner. This is Axelerant's premise on which giving and receiving feedback is encouraged. 

This document outlines a simple approach to giving feedback when it is critical, complex, and uncomfortable. 

THE SBI-A TECHNIQUE OF GIVING FEEDBACK

Authentic communication is assertive.

To give feedback, you may want to use an effective formula that is direct and to the point. This means no beating around the bush, walking on eggshells, or sugarcoating a message. Effective feedback has the potential to bring real change and robust growth.

We encourage using the SBI-A technique explained below to give feedback to ensure clarity and effectiveness via Leapsome.

Situation: Setting context helps the person to relate their action to a specific event or set of circumstances. It will help you further clarify whether it was a one-off behavior that needs immediate addressing or a repeatedly observed pattern that warrants action. When giving the context, share the when and where. For ex: "Yesterday during the client meeting, when the client was trying to express their point of view…"

Behavior: Highlight your observation about the behavior or action (this can include verbal and non-verbal) in a non-judgmental manner. Use phrases such as “I observed…” instead of “You did this…” or “You are not serious.” Feedback with the words 'You did this…' or 'You are not serious' can be perceived as accusatory and labeling. They are likely to put the receiver into a defensive mode which is a natural response to accusations. Sharing feedback as an observation or sensing shifts feedback from charge to information; it opens the person to listening to and receiving it.

Impact: The impact establishes the harm caused or likely to be caused and creates the need for feedback. If an action has no effect, giving feedback is pointless. 

You could share the impact of one or more of these perspectives:

  • Share the impact of the behavior on yourself

  • Share the impact of the behavior on others or the project/ team/ company, whichever relevant

  • Share the impact of the behavior on the individual - how the existing behavior is negatively impacting them and how a positive change can benefit them.

Action/ Behaviour (suggested): Without an action plan, feedback is meaningless. Not always are actions clear cut. It might help to coach a person towards thinking through possible options or even suggest specific steps that the person can start/ modify/stop. 

An Action Plan includes:

  • The Goal 

  • The Purpose (behind the Goal)

  • The Action Items to Accomplish the Goal

  • The Timelines

  • Periodic Feedback timelines

The Action Plan is created by the team member receiving the feedback with the manager's support. The manager is strongly advised to avoid 'Do as I say' or 'Do as I do' practices. The manager should discuss an action plan and how the team member plans to make it happen.

Guidance based on experience is always appreciated. Ensure that the individual has clarity of expectations as tangibly as possible. Also, ensure that action plans are documented on the Leapsome feedback module.

Please write your feedback using the SBI-A format and read it aloud. Check your tone, choice of words, and intent behind wanting to give feedback. Wherever needed, edit the style, and talk to make it sound honest, helpful, and accurate (minus blame/attack).

The purpose of feedback is to build people, not to break them. It is an act of kindness and not niceness.

FEEDBACK PROCESS AT AXELERANT

Formal Feedback Conversation precedes written feedback. This conversation involves having that tough conversation with the team member around the area of improvement desired. It also involves creating a safe space for the team members to understand and clarify expectations. While giving feedback, the manager encourages the team member to speak to the coach about the feedback. 

Formal Written Feedback on Leapsome is given only after a formal feedback conversation. This ensures that the manager and team members have the same understanding of performance expectations.

Action plan shared by the team member: The team member responds to the feedback on Leapsome with an agreed-upon action plan.

Periodic Feedback: It is advised that the manager sets up a feedback meeting with the team member once in two weeks to check on the implementation of the action plan periodically. Positive feedback (Recognition) needs to be given where improvements are observed. The manager also needs to reinforce areas that continue to require development. 

Close the feedback loop with a celebration when there is an improvement.

When there is no improvement or the desired improvement is not seen despite efforts from the team member:

At this point, feedback has been given at least twice on Leapsome. When no improvement or slight improvement is observed, or the desired expectations have not been met, the manager informs the Performance Coach. The Manager also decides whether to give the team member more time or move towards separation and sets the process in action. 

Demonstrating Compassion

When given feedback isn't having the desired outcome, consider creating a safe place to help the concerned person towards a result that is in their and Axelerant's best interest.

All documented feedback should clearly state the desired outcome, current situation, recent results, and a collaboratively defined way forward with a reasonable time frame, typically 14 workdays, for the concerned person to overcome the problem.