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Feedback Giving at Axelerant

Feedback Giving at Axelerant

Owned by Ananya Shekar
about 9 hours ago
4 min read

Why does feedback matter?

Axelerant deliberately strives to be a high-performance-driven culture, and giving feedback is integral to driving this culture.
Giving feedback—especially constructive feedback—can feel challenging. Worrying about how it will be received or whether it might affect relationships is natural. However, when feedback isn’t shared, it can slow down personal and team growth, ultimately leading to frustration. 

​​Ultimately, constructive feedback is aimed not just at individual development but also at improving team collaboration and driving the overall success of Axelerant.

This document outlines the process and steps for sharing constructive feedback with team members and a model to help structure feedback. 

Feedback Process at Axelerant

 

 

Scenario 1: Continuity of Manager for over a year

When an individual has had the same manager for over a year, the responsibility for sharing feedback lies with the manager. The process follows these steps:

  1. The manager shares two instances of verbal feedback to address the concern.

  2. If the issue persists, the manager provides written feedback via Leapsome.

  3. If a second written feedback is necessary or if there is written feedback from other peers, the People Care team is notified to review the situation.

  4. People Care leads the conversation with the current manager to assess the severity of the situation and determine the appropriate next steps.

  5. Based on the review, People Care may create a compassion or a separation channel.

Compassion Channel

  • The individual and manager collaboratively set clear expectations for improvement, define expected outcomes, and agree on the consequences if those outcomes are not met.

  • Timelines for improvement should be clearly defined and agreed upon to ensure clarity and alignment.

  • Axelerant emphasizes self-driven growth. The person receiving feedback must actively seek guidance from a coach or manager and take action based on the feedback.

  • If the feedback is addressed within the stipulated timeline, the channel is closed without further action for the team member. 

  • If feedback is not addressed, the Manager and the People Care team will decide and may turn the channel into a separation channel.

Scenario 2: Frequent Manager Changes

In cases where an individual has undergone a manager change, the outgoing manager must share relevant feedback with the new manager. The People Care team will facilitate this process by ensuring that feedback is documented and transferred systematically.

  • The feedback from various managers will be combined, and for any repeated or multiple feedback, the People Care team will assess the input for further action. 

  • The People Care team will follow through on the actions based on the feedback with the latest manager. 

  • This process ensures knowledge transfer and continuity, preventing gaps in performance discussions.

Immediate Written Feedback in Exceptional Situations

In some cases, immediate written feedback may be required without the usual two-step verbal feedback process. These instances are covered under Axelerant-Initiated Separation and may include:

  • Breach of organizational or professional ethics

  • Violation of laws or legal agreements

  • Unacceptable behavior as defined in Being Axelerant

  • PoSH/Safe Space concerns

Responsibilities of the Person Receiving Feedback

Receiving feedback is an essential part of professional growth. Individuals are expected to:

  1. Acknowledge Written Feedback: When feedback is provided via Leapsome, the individual should formally acknowledge it to confirm receipt and understanding.

  2. Create an Action Plan: The individual should develop a documented plan outlining the steps to address the feedback. This plan should be visible to relevant stakeholders to ensure alignment and track progress.

  3. Proactively Seek Clarification and Support: If any part of the feedback is unclear, the individual is encouraged to ask for further details or seek guidance from a coach or manager.

  4. Demonstrate Improvement: The individual should take ownership of their growth by actively working on the feedback and showing progress within the agreed timelines.

The SBI Model for Effective Feedback

A structured approach to feedback helps keep it factual and actionable. The SBI Model (Situation-Behavior-Impact) is a simple yet effective method:

  1. Situation – Describe the specific context where the behavior occurred.

  2. Behavior – Explain what the person did, being objective and specific.

  3. Impact – Share the effect of the behavior on you, the team, or the work.

For example:

"During yesterday’s client meeting (Situation), you interrupted the client several times while they were explaining their needs (Behavior). This made it difficult for them to share their full perspective and could have impacted our ability to understand their requirements (Impact).”

This method keeps feedback factual, avoids assumptions, and focuses on improvement.

Using AI & ChatGPT for Feedback Refinement

To support effective feedback delivery, team members can leverage AI tools such as ChatGPT for: 

  • Checking the tone: Ensuring the message is supportive and specific, avoiding unnecessary harshness or ambiguity.

  • Structuring feedback: Using models like SBI (Situation-Behavior-Impact) or DESC (Describe-Explain-Suggest-Consequences) to keep feedback focused and actionable.

  • Practicing delivery: Running a draft through AI to refine wording or rehearsing different ways to phrase feedback before having the conversation.

Suggested prompts: 

First, briefly describe the situation and the reason for giving feedback to give the tool the context of the feedback. Next, add the prompt: 

  • Use the SBI framework to draft feedback for ____________. Ensure the tone is professional, firm, and supportive. Keep the feedback factual rather than judgmental.

Our team is also working on a custom GPT for No Fluff Feedback that can be accessed here.

 

Additional Guidelines for Effective Feedback

  1. Timeliness Matters: Feedback is most effective when given immediately and in a timely manner. Managers should not wait for an escalation before sharing feedback.

  2. Quarterly Review Feedback Does Not Trigger a Compassion Channel: The quarterly Leapsome review cycle is designed to collect periodic feedback. They should not serve as the primary mechanism for initiating a compassion channel. Issues should be addressed as they arise.

  3. Critical feedback coinciding with a review cycle: If critical feedback coincides with a review cycle, managers are expected to document it in the review cycle and as an instant feedback to maintain transparency and ensure alignment.