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The ideas from "Thanks for the Feedback: The Science and Art of Receiving Feedback Well" can be implemented in real-world scenarios in several ways. Firstly, it's important to separate evaluation from coaching. When giving feedback, start with an evaluation to calm fears and assure the recipient of their standing. However, avoid giving coaching feedback immediately after an evaluation as the recipient might be too distracted to fully process it. Secondly, understand that feedback is a two-way process. As a recipient, actively seek feedback and be open to it. Lastly, remember that the goal of feedback is improvement. Whether you're giving or receiving feedback, focus on learning and growth.
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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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