Kevin Kruse

Stop Giving Feedback, Instead

Give Feedforward
Previously I wrote an article on the evils of traditional, annual
performance appraisals. It’s an old ritual that is flawed because of
the annual schedule, one-size-fits-all evaluation standards,

simplistic 5-point scale, and the fact that criticism is tied to

compensation. While performance appraisals must be
eradicated, rigorous performance systems—ones
based on Feedforward Coaching, not annual feedback—are the
secret to creating engaged, Superhuman Capital.
The entire idea of Feedforward Coaching is that it is a continuous
process focused on future performance and career pathing—it’s
not grading a year’s worth of past events; the manager serves
as Coach, not Executioner.
One of the primary drivers of employee engagement is a sense of
growth and development, and another is having a manager that
cares about you. Feedforward Coaching pushes both of these hot-
buttons. Indeed, a Bersin study (November 2011) showed that:

 Organizations, whose managers are highly effective at

coaching, outperform their peers by a two-to-one ratio in
productivity, retention and financial performance.
There are four keys to the Feedforward Coaching Model.

1) Feedforward Coaching focuses on goals, not standards. The

manager and direct-report work together to identify goals that are
specific to the individual’s role, and aligned to corporate
objectives. This is critical as it guarantees that workers will know
“what is expected of me”, which is another key driver of
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engagement and performance. It also frames the conversation in
a meaningful way. Are the goals on track or not? Why? What can
the individual do to improve? What can others do to support?
2) Feedforward Coaching includes career guidance. The
manager helps the direct report identify career goals, and assists
with career pathing. What are the skills, experiences, and contacts
the individual needs to acquire to fulfill career goals? The
manager helps the direct report close “the gap” by identifying
mentors, assigning developmental opportunities, allowing for
short-term job-rotations and allowing time and money for
training.
3) Feedforward Coaching includes various data points, not just
one manager’s opinion. In addition to the manager’s and
individual’s perspective, feedback from peers can be gathered
from formal 360-surveys, informal input from team members, or
data gathered in peer-reward systems (e.g., Achievers.com or
Salesforce Rypple). This changes the process from he-said she-
said, to, “Let’s look at everyone’s input…”
4) Feedforward Coaching takes place throughout the year, not
arbitrarily annually. Feedforward is best given in the context of
projects (i.e., goals) which of course have varying durations. Goals
that would last a year or more should be broken down into
smaller objectives so the feedback loop is more frequent. Career
path discussions should happen as needed, but at least every six
months.
The time has come to stop giving feedback and start
giving feedforward. We must become leaders of people not just
managers of tasks. Feedforward Coaching has the power to turn
everyday workers into engaged workplace super heroes, whose
discretionary effort will drive extraordinary business results.
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