Three steps to activating a continuous feedback culture.

Step 1: Know the feedback fundamentals

The ability to receive feedback requires humility and as much training as giving feedback often requires. The best you can do is set the feedback situation up for success. These Do’s and Don’ts should help with that.

DO’S:

• Be clear on what topic you’re discussing 
• Ensure you share the same definition of that topic
• Create the right environment to have the conversation
• Have clear data to support your conversation
• Follow a feedback or coaching model that works for you to structure your conversation
• Approach the session with curiosity and kindness
• Lead with open questions so the receiver is doing most of the talking
• Demonstrate you are listening by summarising what they’re saying using their words 
• Ask lots of open questions to help the receiver see the situation from different perspectives
• Help the receiver come up with a plan of action that they feel accountable for
• Share your journey in how you accept feedback and how you approached this process. 
  

DON’TS:

• Jump in with solutions straight away 
• Approach with negative intent 
• Dictate the actions needed
• Jump into a feedback conversation without Data to back-up your point
• Approach feedback without preparing a structured conversation
• Forget to create a safe and appropriate environment to have the conversation
• Feel you have to continue with a feedback if the receiver turns defensive - give them time to process and return to the topic at a later time if necessary  
  

Step 2: Top questions to up your feedback game

The hardest part is often getting started and breaking into the feedback conversation. Starting with asking questions helps the person receiving feedback open up to the situation and think about the topic from different angles. Try opening your feedback sessions with the below three questions and leveraging the following questions to open up the conversation further:

Get started with three questions:

• What went well?
• Where did you get stuck?
• What will you do differently next time?
  

Use these questions to help open up the conversation further:

• What could you do to change the situation?
• What approaches have you seen in similar circumstances?
• What would you do differently if you were able to start again?
• Who might be able to help?
• What is the right thing to do?
• If the constraints were removed what would you do?
• What option would you like to act on?
• What are the benefits and pitfalls of this action?
  

Use these questions to help your report overcome the feedback:

• What are the next steps?
• When will you start and complete your actions?
• What are the consequences of not taking action?
• What will you gain if you do take action?
• What might get in the way?
• Who can help you reach your goals?
• What support do you need and from who?
• How will you get that support?

Step 3: Building an authentic relationship with your team

The following questions are designed to facilitate the “get to know you” process with your team and help you find the best ways of working together with clarity. These benefits pave the way for psychological safety, which allows people to feel safe speaking up, sharing and asking for feedback, admitting mistakes, and expressing ideas. This exercise can develop a more authentic relationship with both new and existing team members. 

HOW TO:

People Managers fill in your responses and then share this with your report so they can input their answers. Then organise a time to talk them through and share with each other. Split the activity into two parts; Getting to know each other and Growth and Development.

 The aim is to come to a consensus on how you can use the information shared to create a plan towards team and individual goals.  

Part 1: Getting to know each other  

Get to know each other on a deeper level by sharing about your interests outside of work, your strengths, how you’d like to work together, and your career vision.

Create a table with three columns  at the top. The first column is labeled 'Question' and contains a list of questions. The second column is labeled 'People Manager Response' and is intended for the responses from people managers. The third column is labeled 'Direct Report Response' and is meant for the responses from direct reports.

About me:

Questions

1. My favourite activity outside of work is…
2. If I could have dinner with anyone in the world, it would be…
3. I would consider the perfect day to be…
   

You should know that… 

1. My best time of day is...
2. Signs that I’m stressed include...
3. If I’m having a bad day you can support me by…
4. My preferred way of receiving feedback is…

‍Part 2: Growth & Development 

Doing my best work:

Questions

1. The type of work that energises me is…
2. The type of work that de-energises me is…
3. The ideal environment for me to do my best work is…
4. I’m in my element when…
   

You should know that…

1. My main motivators are…
2. I learn best by…(what type of learner are you? Auditory, Visual etc)
3. A valuable skill I want to develop is…
4. My career goals are…

Learn more on 'How to shift your start-up to a continuous feedback culture', here.