Dive into Growth by Leaning into a Feedback Culture

At Iris, we believe that giving feedback is an important aspect of any workplace culture. It can help employees grow and develop both personally and professionally. We recognize that giving feedback can sometimes be uncomfortable and anxiety-producing. Most of us may avoid it completely to avoid hurt feelings but deep down we know that there’s a better way, especially when it comes to addressing negative behaviours or mistakes. Know that offering feedback is a skill that can be learned and practiced. The more you practice, the better you’ll get!

We share our favourite tips to help get you started:

Tip #1

Be specific.

Explain the situation you’re addressing so others understand the context. Instead of using words such as “always” and “never”, which can cause us to raise their defenses, be specific by stating the context and consider the timing of your praise (recent). You could mention time, place, or specific project task.

Examples:

At the team meeting last Monday morning…

In the report you wrote about client engagement…

On our Thursday afternoon call, Julia sought clarification on the real problem we’re trying to solve…

At the client pitch you delivered on Tuesday…

The intent of being specific empowers the receiver to better repeat positive behaviours and address negative behaviours.

Tip #2

Explicitly describe the behaviour.

Speak to the specific behaviours you witnessed. Use facts that can be measured to help ensure your comments are objective. Prior to offering feedback, explain what the recipient did by trying these phrases:

I noticed ______ when you ______

When______, you ______

Here are some examples for how you might implement these phrases in a kudos message:

“At the team meeting last Monday morning, you distributed the agenda well in advance, ensured the meeting started on time, took thorough notes, and made sure everyone received the notes in a timely manner following the meeting.”

“In the report you prepared for Thursday’s Board meeting, you chose clear and concise language that resulted in recommendations that were understood and ultimately led to a quicker, more robust decision from the Board.”

“At the client pitch you delivered last week, you were well prepared, gave clear and concise answers to questions, respectfully challenged their thinking, and built a great rapport by providing examples, and asking questions specific to their business.”

Tip #3

Consider “I” and “you” statements.

Use “I” statements over “you” statements to describe how the person’s behaviours affected you and others. Often the word “you” can come across as blaming. This can quickly lead to defense-mode in the recipient.

Phrases for consideration:

“I felt_____ when you_____”

“I’m worried/ happy that this_____ (describe the impact and who was impacted)”

“I feel comfortable asking questions when I’m doubt. Thank you for making your office a safe space by always greeting me with a smile, turning both your computer and phone off (even if I just have a quick question), and actively listening to my concerns.”

“I noticed tardiness to the last three client meetings and wanted to check-in and see if there is something I/ we can do to support you in getting there on time?” I expect everyone to be on time for our client meetings to help in maintaining our positive brand image and want to ensure we can support you in doing so. How can we start getting to these meetings on time?

Tip #4

Focus on the behaviour instead of the person  

Person feedback implies that an issue is due to fixed traits a person possesses but can’t control. Behaviour feedback implies that success is due to their effort and the strategy they used, which they can control. A behaviour approach reinforces effort and specific problem-solving process strategies used, promotes a growth mindset and boosts motivation, self-efficacy, and resilience.

Some examples of both feedback and kudos:

Instead of Person-Focused

Try Behaviour-Focused

Great job! You must be smart at this. You must have worked really hard to get to this point.

See, you are good at English. You got an A on your last test. vs. You really studied for your English test and your improvement shows it.

You spilled milk on the floor! vs. I see spilled milk on the floor.

You are always late. vs. I noticed tardiness at our last 3 meetings and I feel upset by it.

You did it! I told you, you are a superstar! vs. You started and completed the project. Way to demonstrate courage by reaching out to others via phone and email to gain different perspectives, collaborate, and deliver a top-notch deliverable.

Great job problem solving – you’re a natural! vs. Way to help your coworker work through the steps of that problem! I noticed that you turned your phone on silent, flipped it face down on your desk, moved your work aside and offered your attention and knowledge in helping solve the problem until you were both satisfied with the outcome!  (Respect)

Tip #5

Lastly, remember that “What gets rewarded gets repeated”

This is a learning and growth opportunity; managers can reiterate feedback as an opportunity for growth.  Once you’ve offered behaviour-focused feedback, focus on rewarding behaviours that you see an employee putting effort into improving.

We recommend offering feedback often so that it is embedded in your culture. When this is done, you may find more people open to it and asking for it!

If you would like additional support in skilling up to offer effective feedback and praise, please reach out, we’d love to hear from you!