Comment équilibrez-vous les commentaires à distance ?

Oftentimes, clear expectations are never set so when you are in the midst of trying to analyze data and it is not clear, speak up! The receivers of the message must not take it personally, but must be open to feedback to grow from the advice you offer. Together you can collaborate and define exactly what you hope to achieve and then map out a timeline.

Feedback is more likely to be received well when it is organic. You don’t need to use formal techniques to have an honest conversation with someone on your team. In fact, a technique likely to slow down the communication and make it awkward. I assume the business world clings to goofy and insulting methodologies for simply giving feedback because it is hard for managers to deliver bad news. The easy fix for that problem is to get ahead of whatever issue you want to discuss, and avoid waiting for some bad thing to happen such that you have to deliver the message, “You did something you shouldn’t have done.” Stay in touch with the people on your team do you can can guide them through anything new or challenging for them, proactively.

I agree. When starting that initial feedback process with your employees, those expectations, goals, feedback preferences all need to be aligned and established up front in the initial feedback session. We often forget that feedback is communication where we have a sender and receiver. Active listening is another critical component. As leaders, we should be asking our employees what are their expectations of us. We seldom forget that step.

Delivering feedback should be a two -way conversation. As the leader, check -in and ask for feedback too. This allows the leader to be a paragon of receiving feedback and warms the individual up instead of jumping into a difficult conversation. Put yourself in the other persons shoes to connect with them authentically.

I agree, how can you give meaningful feedback to someone who is unclear on what they are expected to achieve. This is really the starting point to set you up for success, not just for aligning feedback but for actually achieving the goal

Human Workplace Guidelines for delivering feedback: 1) Timing is everything. If it isn’t urgent to deliver corrective feedback right now, wait for a more suitable time. 2) If there’s emotional content in the message, have a phone call or a zoom call or meet face-to-face. Broaching a conflict, your displeasure or negative feedback in an email message or text is never the best approach. 3) Email or text is great for a quick thank you or Way to go! but if you have substantive acknowledgment to deliver, do that synchronously too. Doing so honors your teammate’s contributions more fully than a quick electronic message can do.

I agree that having standards are key for constructive feedback; after all if there is no standard or 'red line' there cannot be a gap between it and the actual performance issue! Knowing - on a Pareto basis - what the most frequent causes of poor reactions to constructive feedback are and addressing them at the start of the conversation significantly increases the chances that the constructive feedback will be received well. This is a topic with lots of myths around when to coach and when to give constructive feedback and terms like 'negative feedback' - for one of the most positive things you can do for someone - and the contradiction in terms inherent in the concept of 'constructive criticism' Well done for raising it for debate.

Yes, and this is one reason 360° feedback is a horrible idea. Feedback is great when it is specific, timely and credible. Without understanding the context for the feedback or who supplied it, you don’t know how credible it is, and may not even understand it. We have evolved way past the point where 360° feedback is an appropriate process.

A great thing for a manager to do is to ask their teammates, what do you need from me? How can I support you? What should I be doing differently? It’s a question for every team meeting and on one conversation. The more you ask for feedback and sincerely take it on board, the more easily your teammates will accept your input on their work.

360 feedback is a great tool to use when it comes to asking for feedback. Feedback from our peers is just as valuable as the feedback we receive from our employees.

A great simple tool I think works well when asking for feedback is to use the start, continue, stop model. With the right questions this model can provide really helpful feedback Example; Start - what should I do more of, or start doing which would help me be more effective, succinct, impactful for example Continue - what should I continue doing ? ( because it’s great, meets expectations or exceeds them) Stop - what should I stop doing (because and who is it not helpful, serving me, providing barrier or difficulties. The key is to add relevant questions to get the feedback that you can do something with!

We need to talk about the fact that when people take feedback personally, it’s not because they are difficult or conceited or believe they are infallible. It’s because the manager has not established enough trust with them to be able to deliver the feedback they did. This is a cultural and leadership issue, not an individual one. A manager’s job is to build trust on the team. A managers job is to create an environment where people feel respected and valued. If you don’t do that sufficiently well, your employees will be guarded and take any feedback as a personal slur. See your part in that dysfunction! It’s not a coincidence. Build trust, build trust, build trust every day and you won’t have this problem.

Yes, as leaders we must intentionally and actively listen first and then respond. This is our job, it is not to always tell our team everything first. We can make such a profound impact when we listen with empathy.

So perhaps we as leaders can invite and learn how it is to be provided with and have to hear feedback in a way that we might not enjoy… perhaps this vulnerability enables us to earn the trust of our team and to show them that we would not ever ask them to accept anything that we are not prepared to try for ourselves first? Feedback is a gift, our only obligation is to say thank you and unwrap it… whether we choose to keep it, learn from it, see it as reflective on us, regift it or discard it is for us to decide. One way of looking at feedback is to consider that it’s a signal that someone cares enough about us to tell us their experience of us, even with the risk we won’t like them for it. Can we deliver feedback with love, genuine love?

Candidly seeking clarification on the feedback you receive is key to personal growth and improvement. By actively inquiring on the particular aspects of your behavior or attitude that need work, you can take more targeted actions for meaningful change. Asking for advice on the next steps tailored to your circumstances shows your commitment to self-improvement and the value you place on the feedback provider's input. Embracing feedback as an opportunity for growth enables a more constructive and collaborative approach, fostering a positive impact on both personal development and professional relationships.

I love this! I talk to people about just pausing and sitting with the feedback received before saying anything. Take a moment to think about how you’re feeling about it, what emotion is coming to the surface and where are you feeling that emotion. Sometimes we might have to do longer reflection before answering and so just saying thankyou in that moment is enough.

A feedback culture can truly transform an organization when the culture is totally a psychologically safe one. In these situations, you will see feedback provided at all levels without fear of retribution. This is essential if we are to ever achieve excellence and greatness.

Something very important to consider when thinking about building a feedback culture is a strong relationship and trust factor within the organization. Teams thrive in a culture where the members feel seen, heard, and valued, first as people, and secondly for their contributions to the team and organization. If a team has a strong working relationship between its various members, built on trust and candid communication with their colleagues, it is much more likely that they will readily and frequently give and receive constructive feedback.

Using feedback as part of a debrief fosters collaboration on a different level and allows all to contribute positive and areas of potential improvement. Trust is fostered as a part of team building.