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The concepts from "Thanks for the Feedback: The Science and Art of Receiving Feedback Well" can be applied in a startup in several ways. Firstly, startups can use evaluative feedback before coaching to help employees understand where they stand and what they need to improve. This can help alleviate fears and uncertainties. Secondly, startups should avoid giving coaching and evaluative feedback at the same time as it can be overwhelming and counterproductive. Instead, they should be given separately to ensure that employees can fully process and benefit from each type of feedback.
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Many people balk at evaluation out of fear of falling short, but everyone admits that it's something they think about. For this reason, evaluative feedback must come before coaching. If you provide coaching without evaluation, you can be sure the recipient's inner monologue is filling in the gaps. When evaluations are solid, they help calm fears and assure employees that they are in good standing. Don't fall into the trap of sharing coaching and evaluation in the same breath, however. Reactions to evaluations are so powerful that the receiver is momentarily distracted so much such that he or she is unable to fully process the coaching feedback that would follow.
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Dreading “feedback season” and afraid that you might leave your review dejected, or end the conversation on an awkward note in case you’re the reviewe...
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