<aside> 💡 Last edited on: January 18, 2024

Contributors: @Jessica Zwaan, Morgan Williams, Matt McFarlane, Suzan Bond

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Why

Companies talk a lot about feedback, but we often fail to really hit the message effectively. Think about how frequently you’ve had people walk away from a feedback conversation being unsure if they’ve been told they are doing well or poorly, or when managers and their team seem to have different understandings of what happened in a feedback conversation.

For this reason it’s really important to structure how to give great feedback, because without consistent high-bandwidth (and well communicated) feedback, there is only one truth: it will not land the way we need it to.

What

Feedback is about helping someone, and it’s also about building a stronger relationship. Whenever we’re giving feedback we should be considering those two things.

1. How am I trying to help this person? Am I genuinely trying to help them rather than address a more internal desire I hold?
2. How will giving this person this feedback benefit our relationship?
3. Are both of us likely in the place where we can give and recieve this feedback from a balanced emotional place?

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Useful template: SBI Framework (source)

Situation: facts only

Behaviour: observable only

Impact: the outcomes of the behaviours mentioned above.

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How

Operating principles you need to keep in mind as you build your own.

Building a company-wide approach to feedback requires (perhaps more than any other of the policies we’ve written) a consistent approach from the top of the team.