Giving and Receiving Feedback

Before discussing how to give and receive feedback, it’s important to define feedback. Feedback is information about past performance delivered in the
present to influence the future. Positive feedback is a powerful performance-boosting tool that you can use to call out when someone is doing well.
However, it needs to be based on evidence for full effect. A comment like “well done” can be motivating in the short term but might not sustain high
performance over time if not complemented by actual evidence. On the other hand, it’s important to use constructive feedback to note an area where
someone needs improvement. Please refer to the models below for effective ways on how to give and receive feedback.

Positive Feedback Model As the feedback giver

Describe: When you give positive feedback, it is important that the person clearly understands
what aspect of his or her performance is being discussed. If the purpose of giving positive
feedback is to reinforce the desired, good performance, then that performance must be
described. It is insufficient to simply say, ‘You’re doing a great job’. The impact is frequently lost
because the person doesn’t know what he or she is being recognised for or how to repeat it.

Explain: This is where you reinforce the importance of the desired performance by stating why it
is important to the work unit and the organisation and how it contributes to the achievement of
desired results.

Thank: As well as stating what the person is doing right and why it’s important, you must thank
the person. Although people are expected to meet standards and produce desired results,
letting them know that you are pleased with their work makes the feedback more personal and
increases their desire to continue the desired performance.

Put it into practice: Use the above model to think of a real piece of positive feedback that you can give a colleague.
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 Constructive Feedback Model
•Describe your observation of the behaviour
Describe - the facts. Be specfic.
•Share the impact of this behaviour on the
Share work, on the team.
•Ask questions to help you understand their
point of view. Listen. Keep an open mind.
Ask
•Discuss alternate behaviours. Identify
Discuss shared interests and purpose.
• Agree on what behaviour or action you are
requesting, offering or promising.
Agree
Note that model is flexible; it does not necessarily need to be followed in order. For instance, with high levels of resistance by the feedback
recipient, you might keep the impact of the other person’s behaviour to yourself and listen to the other person first.
Giving Feedback
As the feedback giver
Describe:
example - “I noticed that in the last few meetings, you did not provide any input. In fact, I
even saw you reading something that was not related to what we were discussing…”
Share:
example - “This concerns me because your lack of input affects the rest of the team in
terms of productivity and morale.”
Ask:
example - “What’s going on? How do you see it?”
Discuss:
example - “What do you think is the main purpose of these team meetings? What needs
to happen in order to get you to participate more fully in these meetings? What are our
alternatives? What I need is…What you need is…”
Agree:
example - “Can we agree that you will provide your input at our subsequent meetings? To
help you out, I’ll get your input on what should be put on the agenda beforehand.”
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 Constructive Feedback Model Receiving Feedback

•Describe If the feedback provider has not described specific As the feedback receiver
facts or observations, focus on what you believe he or she is
observing in order to better understand what he or she
Describe means.
Describe:
example - “To what specific behaviour are you referring?” OR “Can you give
•Share If the feedback provider has not clearly shared the me an example?”
impact of your behaviour, listen carefully. Try to understand
how he or she sees it and how he or she is interpreting the
Share situation.
Share:
example - “Are you interpreting my behaviour as…” OR “Is this not what you
expected because…”
•Ask If the feedback provider becomes judgmental and
doesn’t ask for your perspective, remain open to discussion Ask:
Ask and try to clarify differences in perspectives. example - “I think it would be useful to share my perspective.”

Discuss:
•Discuss If the feedback provider does not discuss with you
what needs to change, look for common ground and shared example - “What do we need?” OR “What options do we have?”
Discuss needs.
Agree:
example - “What would you like me to do?” OR “Then let’s agree that…”

•Agree If the feedback provider doesn’t agree to a plan of

action, be open to discussing alternatives.
Agree

Tip If the feedback provider fails to follow the constructive feedback model, the feedback receiver can bring the conversation back to a useful
place. Use the constructive feedback model in reverse when receiving non-diplomatic or unhelpful feedback from a supervisor and/or peer.

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