Feedback

How to give valuable feedback and help people to thrive?

Andy Weeger

Neu-Ulm University of Applied Sciences

September 3, 2024

Prologue

In the workplace, treating feedback not just as something to be endured, but something to be actively sought, can have a profound impact. Feedback-seeking behavior—as it is called in the research literature—has been linked to higher job satisfaction, greater creativity on the job, faster adaptation in a new organization or role, and lower turnover. And seeking out negative feedback is associated with higher performance ratings. Stone and Heen (2014, 9)

Discussion

Decide for the bright or the dark side, reflect on the related questions below, and discuss your findings with your neighbor(s) (approx 10 minutes).

Bright side:

  • Who are the best leaders you have worked for in your career?
  • What made them so exceptional?
  • What can you learn?

Dark side:

  • Tell a story about the worst boss you ever had.
  • What did he or she do that made them so bad?
  • How can you avoid those mistakes?

Foundation

Figure 1: Thanks for the Feedback by Stone and Heen (2014) and Radical Candor by Scott (2019)
Figure 2: Thanks for the Feedback
Figure 3: Radical Candor

This unit is inspired by and (partly) based on the books Thanks for the Feedback by Stone and Heen (2014) and Radical Candor by Scott (2019).

Feedback is everywhere. We may not be able to exert complete control over what someone else thinks of us but we can certainly do something about what we hoose to do with the feedback. “Thanks for the Feedback” is a sensible, breezhily written book. Financial Times

With Radical Candor, Kim has bottled some of Google’s magic and shared it with the world. Shona Brown, former SVP Business Operations at Google

Feedback

Opening remarks

After all, humans are naturally wired for learning. […] In addition to our desire to learn and improve, we long for something else that is fundamental: to be loved, accepted, and respected just as we are. Stone and Heen (2014, 6–8)

Types of feedback

Appreciation
To see, acknowledge, connect motivate, thank.

Coaching
To enhance knowledge, skill, capability, growth or to raise feelings in the relationship.

Evaluation
To tell where you stand, align expectations, and inform decision making.

We need all three!

Radical candor

Core idea

Challenging others and encouraging them to challenge you helps build trusting relationships because it shows …

  1. … that you care enough to point out both the things that aren’t going well and those that are,
  2. … that you are willing to admit when you are wrong
  3. … and that you are committed to fixing mistakes that you or others have made.

Care for people

You were born with a capacity to connect, to care personally.

However, somehow the training you got to “be professional” made you repress that. Well, stop repressing your innate ability to care personally (Scott 2019).

Leadership

Scott (2019) advices leaders to be guided by two principles:

Caring personally
—care about your people on a personal level

AND

Challenging directly
—have conversations where you criticize or disagree with decisions your people made

Radical candor framework

Figure 4: Radical Candor framework (Scott 2019)

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Group work

Refer back to Dirks and Ferrin (2001) and set aside approximately 20 minutes to complete the following tasks with your neighbour(s).

  • Summarise the direct effects (i.e. what main constructs is trust affecting) and the moderating effects (i.e. which relationships is trust affecting)
  • Explain what situational strength means
  • Find examples for work settings with strong and weak situational strength
  • Discuss how communication relates to situational strength

Giving feedback

Discussion

What is your advice for feedback givers?

Must haves

When offering feedback, do these three things:

Get clear in your own mind about what your feedback is and why is helpful. Then, share your intention to be helpful, and be precise on what is good or bad (and how to change it).

Principles

Scott (2019) offers some guiding principles to help you commit to radical candor and to best set up your employees for sincere feedback:

  • Focus #1: Humility—your goal is shared understanding
  • Focus #2: Helpfulness—you are doing this to help
  • Focus #3: Immediacy—in the moment, or shortly thereafter
  • Focus #4: In-person—not via text
  • Focus #5: Public praise, private criticism
  • Focus #6: Caring personally does not mean personalizing

Getting to the core

Context — What is the specific situation?

Observation — What was said or done?

Result — What is the most meaningful consequence to you and to them?

next steps — What are the expected next steps?

How to give feedback

Consider the logistics, concentrate on the message, manage emotions, practice and repeat.

Pitfalls of positive feedback

People don’t trust
Invest in the relationship, don’t use positive feedback to soften the blow.

People take offense
Don’t use feedback to create a “social debt”, i.e., to get what you want.

We praise the wrong
Praise effort, not ability.

Getting feedback

Discussion

What is your advice for feedback receivers?

Triggers to dismiss feedback

Truth triggers
—emotional responses to feedback because we feel it is wrong, unhelpful, or unfair.

Relationship triggers
—emotional responses to the feedback giver that override the content of the feedback.

Identity triggers
—emotional responses to feedback that threatens our sense of who we are.

Truth triggers

Feedback is delivered in vague labels, and we are prone to wrong spotting (Stone and Heen 2014). Thus …

  1. … reflect where the data and interpretations are coming from and going to;
  2. ask what is different about the data and our interpretations;
  3. and ask what is right about the feedback to find out what is legitimate.

Also remember to see yourselve and your blind spots, we need help from others.

Relationship triggers

Sometimes we react to feedback not because of the content of the feedback itself, but because of who gave it to us: It becomes about the who rather than the what.

To manage switch tracking, spot the two topics and discuss them separately. Also, try to see the whole system.

Identity triggers

Your identity is the story you tell yourself about yourself:
what you are good at, what you stand for, what you are like.

When feedback challenges this story, your sense of identity can start to collapse, and you have run into an identity trigger.

Counter your emotional reactions and shift from a fixed to a growth mindset.

Anatomy of a feedback conversation

The open
—get aligned with the other person

The body
—discuss the content of the feedback

The close
—clarify commitments, expectations, and follow-up

Incorporating feedback

Focus on one thing, look for options, test with small experiments, get properly motivated, and make the other feel valued.

A radical candid workplace

Set an example

To built trust, you should first ask for radically candid guidance—seeing you react well to criticism will naturally build your team’s trust and their respect.

Scott (2019) proposes following steps to take when asking a team for criticism.

  • Step #1: Request public criticism
    —foster trust and psychological safety
  • Step #2: Kick things off with a question
    —what can I … ?
  • Step #3: Push through discomfort to get answers
    —wait a few seconds
  • Step #4: Manage your response
    —listen with the intent to understand, don’t get defensive
  • Step #5: Demonstrate your gratitude
    —reward the candor by getting it and working to address it

Additional must haves

Nurture relationships
Make the other person feel “known”, respond to even small bids for attention

Impede gossiping
Never allow an employee to talk about one of their colleagues while they are not present

Appreciate, regularly
Create valuable learning opportunities by motivating team members to share their experiences.

Towards a conclusion

Challenges

You want to learn how to give (and receive) more helpful feedback? Here are three challenges that might help you along the way.

  • Level 1: Start a feedback diary. Note situations where you had to give (and/or received) feedback. Write down what was said. Analyse the intention and the CORe of the feedback. Was it radically candid? What has it triggered in the receiver? How could the feedback be improved?
  • Level 2: Give and ask for feedback, multiple times. Practice by applying the knowlege teached here and/or outlined in the radical candid workbook. Reflect on how the techniques have improved your feedback conversations and relationships (including trust).
  • Level 3: Spread the word. Teach your team at work, a group of friends or your family about the radical candor framework (e.g., using the one-pager and the workbook). Introduce Whoops-a-Daisy & the Killer Whale and practice it at least once a week over the upcoming weeks (remember the CORE-model). Reflect on how the feedback culture and your relationships have changed.

Reading list

For digging deeper, I recommend reading the articles of the reading exercise (again) plus following articles/books:

  • Feedback-seeking: Ashford (1986), Ashford, Blatt, and VandeWalle (2003), Gong et al. (2017), Wu, Parker, and De Jong (2014), Crommelinck and Anseel (2013)
  • Feedback-seeking and proactivity at work: Grant and Ashford (2008)
  • Formative feedback: Shute (2008)
  • Feedback giving and receiving: Stone and Heen (2014)
  • Destructive criticism: Baron (1988), Raver et al. (2012)
  • Fundamental attribution error: Tetlock (1985)
  • Actor-observer asymmetry: Malle (2006)
  • Confirmation bias: Nickerson (1998)

Q&A

Literature

Ashford, Susan J. 1986. “Feedback-Seeking in Individual Adaptation: A Resource Perspective.” Academy of Management Journal 29 (3): 465–87.
Ashford, Susan J, Ruth Blatt, and Don VandeWalle. 2003. “Reflections on the Looking Glass: A Review of Research on Feedback-Seeking Behavior in Organizations.” Journal of Management 29 (6): 773–99.
Baron, Robert A. 1988. “Negative Effects of Destructive Criticism: Impact on Conflict, Self-Efficacy, and Task Performance.” Journal of Applied Psychology 73 (2): 199.
Crommelinck, Michiel, and Frederik Anseel. 2013. “Understanding and Encouraging Feedback-Seeking Behaviour: A Literature Review.” Medical Education 47 (3): 232–41.
Dirks, Kurt T, and Donald L Ferrin. 2001. “The Role of Trust in Organizational Settings.” Organization Science 12 (4): 450–67.
Gong, Yaping, Mo Wang, Jia-Chi Huang, and Siu Yin Cheung. 2017. “Toward a Goal Orientation–Based Feedback-Seeking Typology: Implications for Employee Performance Outcomes.” Journal of Management 43 (4): 1234–60.
Grant, Adam M, and Susan J Ashford. 2008. “The Dynamics of Proactivity at Work.” Research in Organizational Behavior 28: 3–34.
’HBR’. 2016. HBR Guide to Delivering Effective Feedback. HBR Guide. Harvard Business Review Press.
Malle, Bertram F. 2006. “The Actor-Observer Asymmetry in Attribution: A (Surprising) Meta-Analysis.” Psychological Bulletin 132 (6): 895.
Nickerson, Raymond S. 1998. “Confirmation Bias: A Ubiquitous Phenomenon in Many Guises.” Review of General Psychology 2 (2): 175–220.
Raver, Jana L, Jaclyn M Jensen, Junghyun Lee, and Jane O’Reilly. 2012. “Destructive Criticism Revisited: Appraisals, Task Outcomes, and the Moderating Role of Competitiveness.” Applied Psychology 61 (2): 177–203.
Scott, K. 2019. Radical Candor: Fully Revised & Updated Edition: Be a Kick-Ass Boss Without Losing Your Humanity. St. Martin’s Publishing Group.
Shute, Valerie J. 2008. “Focus on Formative Feedback.” Review of Educational Research 78 (1): 153–89.
Stone, D., and S. Heen. 2014. Thanks for the Feedback: The Science and Art of Receiving Feedback Well. Penguin Books Limited.
Tetlock, Philip E. 1985. “Accountability: A Social Check on the Fundamental Attribution Error.” Social Psychology Quarterly, 227–36.
Wu, Chia-Huei, Sharon K Parker, and Jeroen PJ De Jong. 2014. “Feedback Seeking from Peers: A Positive Strategy for Insecurely Attached Team-Workers.” Human Relations 67 (4): 441–64.

Footnotes

  1. A leader of high-profile teams in the Silicon Valley at Google, Apple and Twitter.