One of the biggest worries for a professional is to give someone else their feedback, especially if they are unhappy with something. In fact, most people delay giving feedback hoping that something will miraculously happen to change the other person’s behaviour or actions. I also have heard some leaders share that they spend sleepless nights on how to present this and after sharing they feel unsatisfied with how it was done. Most of these conversations get swept under the carpet of our minds. Ask someone who was told by their manager to improve something if they were given feedback, they mostly would say no.
Giving feedback requires humility. Humility because it is necessary to remember that you are providing feedback on what you have observed or understood and that will not be the whole information of what has happened.
It will be easier to use a model to ensure you have the right information to provide. One of the models that I find leaders relate to is AID. Action, Impact and Desired Outcome. Most of the time, we give feedback for the sake of giving it. That is detrimental. Unless the receiver can do something with the feedback received, it is destructive to give feedback.
Action – This must be something you observed or have evidence of.
Impact – This is the impact of the behaviour. If you are unsure of the action that caused the impact you must ask the receiver to consider what caused the problem or result which is requiring the feedback.
Desired Outcome- This can be suggested by the feedback giver or the feedback receiver. Important thing is how we move forward with the feedback.
I have found that this model can be used for sharing positive feedback as well and is a huge confidence and morale booster. Have you used any other models that you feel is effective?