“Make feedback specific, adaptive, constructive and on-time.”
Jill McGillen

• Specific: Give examples
• Adaptive: What is the most effective approach to the individual?
• Constructive: Build up with solutions, don’t tear down with negativity
• On-Time: Give feedback as close to the occurrence as possible

Is it kind, true and necessary?
If the spirit of kindness is present, the reception will be better. Make sure the facts are accurate and it is necessary. Feedback should serve a purpose other than venting.

Would it help to have a standard way of offering feedback that is balanced with positive and constructive feedback?
There are generally 4 behaviors that you want to happen after an occurrence where feedback is needed: Continue, Do More, Do Less or Stop. This form offers a ways to prepare for the meeting or a performance evaluation. To find out more, contact Jill.

“Show Up, Don’t Show Off”
This was a plea from a disgruntled employee whose manager spent more time meeting with upper management discussing his accomplishments than giving necessary feedback to his team.

5 More Tips for Feedback

1. Clarify the facts of the situation. Make sure you understand everything before you give feedback.
2. Use observation, not assumption.
3. Balance positive and negative feedback. Too much of one or the other will label you as a Critic or a Pollyanna.
4. Construct, don’t destruct: Discuss and allow the receiver to provide options or solutions to the problem.
5. Recognize employee contributions…it encourages ownership and engagement