Cicely Simpson’s Post

𝗖𝗹𝗼𝘀𝗶𝗻𝗴 𝘁𝗵𝗲 𝗳𝗲𝗲𝗱𝗯𝗮𝗰𝗸 𝗹𝗼𝗼𝗽 𝗶𝘀 𝗺𝗼𝗿𝗲 𝗶𝗺𝗽𝗼𝗿𝘁𝗮𝗻𝘁 𝘁𝗵𝗮𝗻 𝘀𝘁𝗮𝗿𝘁𝗶𝗻𝗴 𝗶𝘁! Raise your hand if; ➡You have been given feedback at work ➡You felt your manager was a little too brutal, harsh in giving feedback ➡You couldn't generate actionable items on it, as the feedback was vague ➡You felt that the feedback activity wasn't really that productive ➡You are bombarded with feedback and fail to prioritize which one to tact upon first. See, one or the other point resonates to all of us, working in the corporate ecosystem. Being critical of something or giving feedback comes naturally to us; as a basic human inherent nature. More often than not; it does give a false sense of superiority over the others. So if the process is so natural, what becomes a challenge then? Why does the feedback mechanism not work that well? Because; We all know how to start/ initiate a feedback conversation but not how to follow through/ close the feedback loop. The entire intent of feedback, to see a positive, empowering change in the person/ process or the project. Somehow; we deviate from it. Coaching style of leadership talks about closing this feedback loop. Once the first level of feedback is given, ensure the following steps are done; post that; ➡Set up a feedback KPI matrix to identify the change expected ➡Ensure that your literary feedback can be broken down into tangible actionable. ➡Set up a follow-up call to discuss and close the progress on the feedback. This may take multiple back-and-forth follow-ups till mutually agreed upon KPI's are achieved. ➡Close the first feedback loop, before moving onto the next feedback. Since you are the one giving feedback, and you come from a place of assumed seniority; the onus of driving/ guiding these steps lies on you. If you are at the receiving end of the feedback, ensure that you align on these steps with the feedback giver, to fully maximize on the process. 𝗗𝗼𝗻'𝘁 𝗷𝘂𝘀𝘁 𝘀𝘁𝗮𝗿𝘁 𝘁𝗵𝗲 𝗳𝗲𝗲𝗱𝗯𝗮𝗰𝗸 𝗹𝗼𝗼𝗽, 𝗲𝗻𝘀𝘂𝗿𝗲 𝘁𝗵𝗮𝘁 𝘆𝗼𝘂 𝗰𝗹𝗼𝘀𝗲 𝗶𝘁. Follow #rimjhimrants and give her feedback, on her content. She will follow through. :) #growthmindset #feedback #success

My 5-category Feedback Framework (that’s a mouth-full but it’s simple, powerful, and it works). Here it is: Category #1: Clarity ✅ Good feedback for me is all about being specific and clear. When I receive it, I know exactly what needs attention, with no guessing involved. ❌ Bad feedback on the other hand leaves me in the dark. It’s vague and makes me unsure about what to change or improve. ___ Category #2: Actionability ✅ Good feedback gives me actionable advice. It not only points out issues but also suggests clear steps I can take to address them. ❌ Bad Feedback is frustrating because it lacks actionable insights. It tells me what’s wrong but doesn’t guide me on how to fix it. ___ Category #3: Timing ✅ Good feedback comes at the right time. It’s given soon after the event or behavior, so the context is fresh and relevant. ❌ Bad feedback often arrives too late, missing the moment when it could have made a difference and lessening its impact. ___ Category #4: Tone and approach ✅ Good Feedback is constructive and balanced. It acknowledges both my strengths and the areas where I can improve, which encourages me to grow. ❌ Bad feedback can feel overly critical or negative. It focuses only on what I did wrong without recognizing what I did right, which can be demoralizing. ___ Category #5: Objectivity ✅ Good feedback is objective and based on facts. It’s free from personal bias and focuses on my behavior or outcomes. ❌ Bad feedback sometimes feels biased or personal, influenced by the giver’s subjective opinions, making it seem unfair or unwarranted. What’s your experience with feedback? Good or bad. Share in the comments.           ___ PS: If you want Actionable Leadership Advice like this, follow me and join the conversation. ♻️ Share and repost. Your friends will thank you, and so will I.

“Provide constructive feedback” is one of the most ambiguous and unhelpful pieces of advice often given in the workplace. Why is that? The issue lies in the subjective nature of the term “constructive.” What one person considers constructive, another might find vague or even critical. To truly master the art of giving feedback, it requires more than just management skills or empathy; it demands a deep understanding of individual personalities, team dynamics, and the specific context of the situation. Here are three key elements to transform feedback from vague to valuable: 💭 Specificity: General comments like “good job” or “needs improvement” don’t provide actionable insights. Instead, focus on specific behaviors or outcomes. For example, “Your presentation was engaging, particularly when you used real-world examples to illustrate complex concepts.” 💭 Actionability: Feedback should guide the recipient on what to continue, stop, or start doing. Concrete suggestions make it easier for the person to implement changes. For instance, “To enhance your reports, consider adding a summary section at the beginning to highlight key points for quick reference.” 💭 Contextual Understanding: Understanding the individual’s role, challenges, and goals allows you to tailor your feedback effectively. This personalized approach shows that you value their unique contributions and are invested in their growth. Constructive feedback isn’t just about being positive; it’s about being precise, practical, and personalized. What was the worse constructive feedback you’ve received? #Leadership #Management #Feedback #TeamDevelopment #WorkplaceCulture

All I Want For Christmas Is … 🤶 A constructive feedback. We say feedback is a gift, ain’t it? You and I know that the giving gifts isn’t just about WHAT is given but also HOW it is given. That’s why we make the efforts to wrap gifts and deliver them in the most thoughtful way. So HOW do you deliver feedback that sparks growth? 💭 End-of-year feedback is more than a routine task; it’s a pivotal moment to set the tone for your team’s growth in the coming year. Yet, many leaders struggle to balance honesty with encouragement. Constructive feedback isn’t about pointing fingers; it’s about shining a light on potential. It helps your team members see where they stand and where they can go. Here’s a simple yet powerful framework to guide your conversation: 1️⃣ Situation – Describe the specific context to ground the discussion in facts. 2️⃣ Behavior – Focus on observable actions rather than personality traits. 3️⃣ Impact – Explain the effect of the behavior on the team, project, or goals. For example: “In last week’s client presentation (Situation), you presented clear, detailed slides but didn’t pause for questions (Behavior). This made it harder for the client to fully engage and share feedback (Impact). Next time, let’s build in time for questions to make the session more interactive.” Why does this framework work? ✅ It’s objective—avoids personal criticism. ✅ It’s actionable—outlines clear next steps. ✅ It’s collaborative—focuses on improvement together. As leaders, let’s see feedback as an investment in our teams. Remember: the way we deliver feedback today can shape the performance and morale of our teams tomorrow. How do you approach constructive feedback. Let’s share and learn together in the comments #ConstructiveFeedback #LeadershipDevelopment #GrowthMindset #EmployeeDevelopment #WorkplaceCulture Image credit: Matt Rutherford

The "Ten Commandments" of feedback 📜 by Joe Hirsch ✅ Look forward: pointing others toward a future they can change instead of a past they can't. ✅ Hold the mirror: instead of telling others what to see, show them where to look. Provoke an insight.   ✅ Listen and learn: turn feedback into a conversation by adopting a learning mindset. Stay curious. Be humble.    ✅ Widen your circle: even if, after getting negative feedback, the last thing we want is more criticism, we need to seek more input from critics and "challenge networks." ✅ Ask for it: too often, feedback arrives too late. Ask often. Giving people multiple opportunities to deliver feedback increases the likelihood of sharing something valuable. ⛔ No sandwiches: avoid the "praise sandwich"; it dilutes the message and diminishes trust. ⛔ No uniformity: people are unique. Their feedback should be, too. An extra step is to ask others how they wish to receive feedback. ⛔ No obsessing: don't waste time obsessing over details. Thank the person for giving you the feedback, and eventually, make a plan of action. ⛔ No time-lapse: we forget things almost as soon as we learn them, and the "forgetting curve" wipes out nearly 90% of information that's not retrieved. ⛔ No pile-ons: too many choices limit our ability to process and perform. Set a few targets at a time. It's easier to track and execute, raising the odds that real improvements will happen.   🔬 In my case, the one that comes more naturally is the "ask for it", while I struggle with "holding the mirror". And you? Illustration by me 😊   Extract from an article from Joe Hirsch. Link to the complete source in the first comment 👇   #personaldevelopment #feedback #leadership

I do agree with ”10 Commandments” of feedback by Joe Hirsch, given here in nutshell by Roberto Ferraro. In my work especially the last point ”Ask often for feedback”, has been important. Therefore I liked Ricco Nourzad’s insightful addition to Roberto’s post about different types of feedback -> all of those are needed in some point: ✨ 𝘈𝘱𝘱𝘳𝘦𝘤𝘪𝘢𝘵𝘪𝘰𝘯: Acknowledging and valuing someone’s contributions. 🗣️ 𝘊𝘰𝘢𝘤𝘩𝘪𝘯𝘨: Providing guidance for improvement or growth. 🧭 𝘌𝘷𝘢𝘭𝘶𝘢𝘵𝘪𝘰𝘯: Measuring someone's performance against standards or expectations.

Don’t give critical feedback.          If you read "The Feedback Fallacy" by Buckingham and Goodall, this is one of the key takeaways.    According to them, we fail at critical feedback because:    🚩Traditional feedback demotivates through negative focus    🚩It reflects the giver's biases more than the receiver's needs   🚩And it incorrectly assumes people learn best from analyzing failures, overlooking the benefits of building on existing strengths.   Fun story, I was suggesting this as a talking point for a team-building program I was building and the client was aghast:  "I tell my employees what they do wrong all the time! You can't stop me from doing that!"   🙄 🙄 🙄 😐   🤷♂️ But, they were right, I couldn't stop them from giving corrective feedback.    Which is why I suggest it shouldn’t be all or nothing.   Here's the key thing I suggest doing if you insist on giving 'critical' feedback:    Reduce the threat response:  More on this in David Rock's SCARF model but the basics-   Critical feedback and the perception of the threat it poses can cause the recipient to reduce their ability to actually hear the information.    Reducing the threat response means addressing one or more of the five key areas that people pay attention to:    1️⃣ Status-do I matter? 2️⃣ Certainty-can I predict what's going to happen next? 3️⃣ Autonomy-will I have a say in what happens next? 4️⃣ Relatedness-am I still part of the team? 5️⃣ Fairness-will the decisions be equitable and impartial?   When you deliver critical feedback do this:    Start by acknowledging the item that might be of primary concern to the recipient,   Then address that you are giving the feedback because you want to be helpful.    "Mike, I want you to know that you are a really valuable part of our team and we want that to continue.  This conversation is about you and I coming up with ways that we can help you improve and I'm looking forward to your thoughts about this."   I don't think critical feedback is going away anytime soon, but I do think that many managers can improve their delivery.      #management #leadership #coaching

Working to harvest even more benefits of feedback? This practical guide is rich in insights and immediately actionable. Thsnk you Dror for sharing. Comment or follow me for more tips to come.....including what hundreds of successful leaders and my own experience have taught me about perhsps the most powerful feedback elixir of all......FeedForward. Life is Good! Thank you all, especially MarshallBOT and Marshall Goldsmith

"Feedback is a gift, but how we receive it can make all the difference." Receiving feedback, especially constructive criticism, can be tricky. It's easy to get defensive or feel discouraged. But what if we could shift our perspective? Instead of seeing feedback as judgment, we can view it as valuable insights from someone who wants us to succeed. Our managers often have a unique vantage point and can offer observations we might miss. Here's a simple framework for approaching manager feedback: 1. Listen actively and empathetically. Try to understand their perspective and the intent behind their feedback. 2. Ask clarifying questions. "Can you give me an example?" or "What specific steps can I take to improve?" 3. Acknowledge and appreciate their feedback. Even if it's difficult to hear, express gratitude for their time and input. 4. Create an action plan. Discuss how you can address the feedback and set realistic goals for improvement. 5. Follow up. Check in with your manager periodically to discuss your progress and any challenges you're facing. Remember: - Not all feedback is created equal. Focus on constructive criticism that offers specific, actionable advice. - Be open to self-reflection. Honest self-assessment is key to growth and development. - Advocate for your needs. If you feel overwhelmed or need additional support, don't hesitate to communicate your needs to your manager. By embracing feedback as a learning opportunity and actively seeking ways to improve, we can unlock our full potential and build stronger, more productive relationships with our managers. #feedback #managers #growthmindset #professionaldevelopment #leadership Disclaimer: This is just a template, feel free to adjust it to fit your specific experiences and voice.

When giving feedback, I put myself in the other person's shoes. Whether it is supporting a client in a difficult situation or a performance discussion with a colleague, the conversation needs to be about them, not me. The world has moved on from the "feedback sandwich" - you know the one I mean. I believe that useful feedback is delivered with honesty and compassion. However, timing also matters: checking that the human sitting opposite you is open to what you have to share and you have the right environment for the conversation. A busy, open plan office and being time-constrained doesn't typically help set the conversation up for success. I have found the guidance on feedback from experts like Adam Grant and Oliver Burkeman to be useful: possibly as they are recovering perfectionists like me and know how powerful constructive feedback can be, but also that poorly delivered feedback can set someone back, even if this was unintentional. I come back to their advice often. How do you navigate sharing a tough message that really matters? What do you think is the best way to deliver feedback? Welcome your thoughts on this. [Shoes: author's own. Very damp and muddy after my commute into the office this morning. However, I love walking by the River Thames and it inspired this post, so I'm sharing the photo anyway. ] #Leadership #PerformanceManagement #Resilience