Best Practices for Mentoring and Providing Feedback

From being a mom to my unsure first experiences with leadership to working in human resources onboard at Disney Cruise Line, I’ve learned how critical feedback is for maintaining relationships and cultivating growth. Which is why this is part of the series: Become an Aligned Leader in 2024 - Strategy 18 of 21: The Feedback Loop is a cornerstone of continuous improvement. Here are the 5 key steps that make it a game-changer: 1.     Provide Role Clarity: Clearly defining roles lays the foundation for success. When everyone understands their responsibilities, it creates a roadmap for achievement. 2.     Measure What Matters: Metrics guide progress. Focus on key performance indicators that align with goals, ensuring efforts are directed towards meaningful outcomes. 3.     Timely Feedback: Waiting for scheduled reviews is a thing of the past. Timely feedback, especially when veering off course, corrects the trajectory promptly, preventing detours. 4.     Recognize and Reinforce: Positive outcomes deserve recognition. Acknowledge achievements, big or small, to motivate and reinforce behaviors that contribute to success. 5.     Check for Understanding: Effective communication is a two-way street. Regularly check for understanding to ensure that messages are received and interpreted as intended. Repeat as needed, because effective feedback is an ongoing, organic process that adapts to the evolving needs of the people in your teams. But wait, there’s more! Here are some quick, but important bonus items: -         In the Flow, Not Stress: Timing matters. Avoid providing feedback when stressed, ensuring that the message is delivered constructively and received with an open mind. -         Document for Clarity and Growth: Documenting feedback provides clarity and serves as a roadmap for growth. It transforms insights into actionable steps, fostering development over time. -         Be a Mentor: Guide others through the Feedback Loop as a mentor, not a manager. Share experiences, provide constructive feedback, and inspire a culture of continuous improvement. Do you have any experiences with the feedback loop? What would you add to this list? Feel free to share in the comments below. Thank you so much for reading, and I’ll see you tomorrow for strategy #19! #leadershipdevelopment #feedback #feedbackloop #focusonwhatmatters #effectiveleadership #careergrowth #professionaldevelopment *** Follow me for more content on becoming an Aligned Leader and join our growing newsletter community “Align & Thrive” for tips and strategies on becoming the very best leader you can be.  

Feedback – often seen as a necessary evil, sometimes more evil than necessary. Laden with potential pitfalls, it can create anxiety, damage relationships, and even leave seasoned managers with a pit in their stomach. 𝐈'𝐯𝐞 𝐰𝐢𝐭𝐧𝐞𝐬𝐬𝐞𝐝 𝐭𝐡𝐞 𝐟𝐮𝐥𝐥 𝐬𝐩𝐞𝐜𝐭𝐫𝐮𝐦 𝐨𝐟 𝐟𝐞𝐞𝐝𝐛𝐚𝐜𝐤 𝐬𝐭𝐫𝐚𝐭𝐞𝐠𝐢𝐞𝐬— 💥 The "sandwich" that layers the good and the bad, leaving a mixed taste. 💥 "Three glows and a grow," which often becomes a forgettable pat on the back. 💥 The too gentle touch that fails to make an impact, and the harsh word that wounds instead of healing. 𝐍𝐨𝐰, 𝐥𝐚𝐲𝐞𝐫 𝐮𝐩𝐨𝐧 𝐭𝐡𝐢𝐬 𝐭𝐡𝐞 𝐝𝐞𝐥𝐢𝐜𝐚𝐭𝐞 𝐯𝐚𝐫𝐢𝐚𝐧𝐜𝐞𝐬 𝐢𝐧 𝐜𝐮𝐥𝐭𝐮𝐫𝐚𝐥 𝐜𝐨𝐧𝐭𝐞𝐱𝐭𝐬- 🇺🇸 The U.S. values directness, where clear, straightforward communication is the norm. 🇨🇳 Eastern cultures, in pursuit of harmony, often wrap feedback in layers of subtlety. 🇩🇪 High-context societies communicate volumes in silence, whereas low-context cultures expect the unsaid to be plainly spoken. 🇲🇽 And the dance of hierarchy in feedback varies globally—from strictly top-down to a more democratic, all-voices-heard approach... Effective feedback is not about choosing from a menu but understanding the diner. Knowledge of cultural sensitivities and best practices can turn feedback from a feared interaction into a #leadership #superpower. 𝐒𝐨 𝐡𝐞𝐫𝐞 𝐚𝐫𝐞 𝐦𝐲 𝐟𝐚𝐯𝐨𝐫𝐢𝐭𝐞 𝐠𝐮𝐢𝐝𝐞𝐥𝐢𝐧𝐞𝐬 𝐟𝐨𝐫 𝐞𝐟𝐟𝐞𝐜𝐭𝐢𝐯𝐞 𝐟𝐞𝐞𝐝𝐛𝐚𝐜𝐤: ✴️ Private, Respectful, Empathetic: Protect dignity at all costs. Be considerate of cultural nuances that might otherwise lead to miscommunication. ✴️ Clear and Specific: Vague comments like "polish the report" serve no one. Be precise to be powerful. ✴️ Timely: Feedback should be fresh, not a stale recap of past performances. ✴️ Balanced: Recognize the good as readily as you suggest improvements. And my TOP FAVORITE: ✴️ Future-Focused: Turn #feedback into #feedforward —pivot the conversation to next steps, future-oriented solutions and continued success: 🌟 "In future projects, try to actively seek input from your colleagues during the planning phase to enhance team collaboration." 🌟 Leaders, it's time to ask: How is your feedback nurturing your team's development? Our leadership development program empowers leaders with practical and real human-centric and culturally attuned leadership skills for today’s diverse workforce. Let's talk: https://lnkd.in/d-DkRnaP #leadershipdevelopment #latinaleader #sisepuede #alwayslearning #leadershipcoaching #feedback #superpower #inclusiveleadership #respect #itstime

In any collaborative environment, providing constructive and thoughtful feedback is a skill that can elevate both individuals and teams. Here's a quick guide to mastering the art of giving good feedback: Address the behavior or outcome you want to discuss with precision. Specific feedback is more actionable and easier to understand. Additionally, provide feedback as close to the event as possible, ensuring its relevance and impact. -Begin by acknowledging what went well. Positive reinforcement sets a constructive tone and helps the recipient understand their strengths, fostering a more receptive mindset for improvement. -Frame your feedback in a way that encourages growth rather than focusing solely on mistakes. Offer solutions or alternatives, guiding the individual toward improvement. Avoid personal attacks and maintain a professional, supportive tone. -Express your feedback from a personal perspective using "I" statements. This approach helps avoid sounding accusatory and emphasizes your observations or feelings about the situation. -Critique actions and behaviors rather than judge the person's character. This helps the individual understand what specific actions can be adjusted or improved. -Feedback should be a two-way street. Encourage the recipient to share their perspective, thoughts, and potential solutions. A collaborative discussion fosters a sense of ownership and commitment to improvement. -A healthy feedback mix includes both positive reinforcement and developmental guidance. Recognize achievements and strengths while offering insights into areas for growth. This balance creates a well-rounded view and motivates continuous improvement. -Pay attention to your tone and body language when delivering feedback. A respectful and empathetic approach enhances the impact of your message. Ensure your feedback aligns with your intention to support and guide rather than criticize. -Effective feedback doesn't end with delivery. Follow up to check progress, provide additional guidance, and show ongoing support. This reinforces the idea that feedback is a continuous process aimed at improvement. -Just as you provide feedback, be open to receiving feedback on your communication style. Continuous improvement applies to everyone, and being receptive to constructive criticism enhances your ability to provide effective feedback in the future. Remember, the goal of good feedback is to inspire growth and improvement. By incorporating these principles, you contribute to a positive and collaborative environment where individuals and teams can thrive. What would you add?

𝟱 𝗦𝘁𝗲𝗽𝘀 𝗙𝗼𝗿 𝗗𝗲𝗹𝗶𝘃𝗲𝗿𝗶𝗻𝗴 𝗗𝗶𝗳𝗳𝗶𝗰𝘂𝗹𝘁 𝗙𝗲𝗲𝗱𝗯𝗮𝗰𝗸 - One of the most important aspects of a leader's role is to deliver difficult feedback to their employees. Unfortunately, leaders often ignore this important responsibility because they are uncomfortable with having these harder conversations. Providing constructive feedback is difficult even for the best leaders, but they readily have these challenging conversations because they know it is necessary for their employees to succeed. 𝟭) 𝗙𝗼𝘂𝗻𝗱𝗮𝘁𝗶𝗼𝗻 𝗼𝗳 𝗧𝗿𝘂𝘀𝘁 - Employees must believe that the leader cares about their professional well-being and success before they feel safe engaging in productive performance conversations. Leaders earn this trust by investing time in learning about and supporting their employees' perspectives, needs, and goals. 𝟮) 𝗔𝗹𝗶𝗴𝗻 𝗚𝗼𝗮𝗹𝘀 𝗮𝗻𝗱 𝗜𝗻𝘁𝗲𝗻𝘁𝗶𝗼𝗻𝘀 - Taking time to answer the question, "How do my "in the moment" intentions, for this feedback conversation, align with my long-term goals for this person?". This clarity allows leaders to choose their best mindset to provide feedback in a way that aligns to their longer-term goals and values. 𝟯) 𝗕𝗲𝗵𝗮𝘃𝗶𝗼𝗿𝗮𝗹 𝗙𝗲𝗲𝗱𝗯𝗮𝗰𝗸 - Describe the behavior(s) you can hear or see – things that a video recording would capture. This feedback approach helps leaders deliver clear messages while avoiding judgments. 𝟰) 𝗟𝗲𝗮𝗱 𝘄𝗶𝘁𝗵 𝗤𝘂𝗲𝘀𝘁𝗶𝗼𝗻𝘀 𝗧𝗼 𝗨𝗻𝗱𝗲𝗿𝘀𝘁𝗮𝗻𝗱 𝗧𝗵𝗲𝗶𝗿 𝗣𝗲𝗿𝘀𝗽𝗲𝗰𝘁𝗶𝘃𝗲 - After introducing the difficult feedback, the leader should transition to asking questions to better understand the employee's perspective of the situation. It is rare that the feedback that needs to be shared is so critical or urgent that it justifies a leader not taking time to ask questions and listen to better understand the employee's perspective. 𝟱) 𝗦𝗼𝗹𝘂𝘁𝗶𝗼𝗻-𝗢𝗿𝗶𝗲𝗻𝘁𝗲𝗱 𝗤𝘂𝗲𝘀𝘁𝗶𝗼𝗻𝘀 - Understanding when to shift the feedback conversation from looking backward to asking solution-oriented questions like - "What are your ideas for next steps?" - helps the employee regain autonomy and motivation. Two-way feedback conversations allow employees to take the lead role in advancing their professional development and establishing behaviors that will increase their performance. What else should be considered when providing difficult feedback? Share your COMMENTS below. ⬇️ To learn more about this post read my LinkedIn newsletter article, How The Best Leaders Deliver Difficult Feedback (5 Practices): https://lnkd.in/ecZktnfG Click the 🔔 on my profile to be notified when I post | Tony Gambill #leadership #careers #humanresources

When we fly with a wingman who isn’t meeting expectations, we provide feedback so they can improve their performance. We give brief comments in the air while performing the mission and then we have an opportunity to provide more in-depth feedback in our debrief. Feedback (both positive and negative) is a critical ingredient of high-performing teams. And yet, it is often overlooked in many teams and organizations. Providing feedback can be difficult, especially when we’re letting someone know they’re not meeting expectations. Those conversations aren’t fun, but they are necessary. Just as with flying, we owe it to our team to provide feedback and recommend course corrections. So, what are some of the techniques we can use when providing feedback to ensure it has the right impact? ✅ Be prepared. Have a plan for the discussion and be ready to adjust as needed. ✅ Show empathy. Having tough conversations isn’t easy on anyone. ✅ Provide specific examples and observations. ✅ Explain how the behavior impacts others or how it affects the team. ✅ Ask questions to ensure understanding. Make it a conversation. ✅ Discuss a roadmap to improve. We have a responsibility beyond just giving the feedback. ✅ Set milestones to evaluate progress and continue to provide feedback along the way. Teams want leaders who are trustworthy and transparent and are willing to lead by example by having tough conversations. To be an effective leader, we must hold team members accountable, and we must hold ourselves accountable too. Give feedback, your teammates deserve it. #WingmanCulture #LeadershipDevelopment #Leadership #Feedback

🔖 Bookmark this: The 5-step recipe for delivering direct feedback. No sugar-coating necessary. ⤵ Wes Kao (co-founder at Maven) had a thought-provoking post last week on how over-emphasizing proper delivery deters managers from giving feedback. She's right. Delivering feedback can be challenging. Even downright scary. 😨 Some people get defensive. And managers may get the false impression that, in order for feedback to be well-received, it needs to be delivered extremely delicately and expertly. When this seems too daunting, they give up on giving feedback altogether, and everyone suffers. Here's the thing: 📣 Giving feedback need not be difficult. 📣 You don't need Brene Brown levels of empathy to deliver constructive feedback with kindness. In fact, the kindest feedback is the most direct feedback. Here's how to do it: 1️⃣ Step 1: Set the context. Good feedback is rooted in facts. If you're going give someone feedback, it's best to reference a concrete example. E.g. "In our last staff meeting..." 2️⃣ Step 2: Call out the behavior. Be specific here. What did the person do that was not ideal? E.g. ".=You interrupted Bruce twice while he was making a suggestion." 3️⃣ Step 3: Explain how that led to an undesirable outcome. This is important. Calling out someone's behavior can put them on the defensive. But framing it in terms of outcomes de-personalizes the issue and realigns both parties around shared goals. E.g. "He stopped talking after that. The team also refrained from asking more questions, which means we lost out on potentially valuable opinions." 4️⃣ Step 4: Suggest corrective action. What can the person do differently next time? This can also include remediation steps if the situation requires it. E.g. "Next time you're presenting, I'd like to see you really pause to listen until the person has finished talking before responding." 5️⃣ Step 5: Pause and make space for response. Managers often overdo their feedback. Keep it simple. Just pause, and let the person respond. E.g. "Does that make sense? How do you feel about this?" That's it. Notice what it doesn't include: ✖ Apologizing ("I'm really sorry but...") ✖ Over-generalizations ("you always...") ✖ Criticism ("you're bad at...") ✖ Hearsay ("people say...") Other tricks to make giving feedback easier: ✅ Give feedback soon after the incident ✅ Make sure you're in a private ✅ Feel free to acknowledge the awkwardness ("I don't love giving constructive feedback, but I know this is important, so here goes.") I hope this was helpful. Follow me for more career tips like this!

I just released a free guide to giving feedback for software engineers The guide is split in 2 parts: 1. How to make giving feedback easy way before you need to give it 2. A 7-step feedback framework for even the most difficult feedback conversations--credit to executive coach Jess Goldberg Being able to give candid feedback is a superpower. It allows you to avoid stressful, built-up tension and have conversations with your coworkers that actually strengthen your relationship! As a preview, here's the TLDR of the feedback process: 1. Look inward first. Know your intent - Ensure you are sharing the feedback for the right reason. Not to vent, but to help the other person. 2. Get permission - When in doubt, confirm with the other person. This allows them to opt in and prevents backlash. 3. Show you care - The most important step. Let them know the reason you are sharing is because you care. 4. State your observations - Stick to the facts of the situation. These should hardly be debatable. Call out the common problem. 5. Explain the impact - Help the other person understand why it matters. Is it impacting you, others, or the business? 6. Get their thoughts - You’re solving a problem together. Get their take on it. 7. Align on next steps - Ensure it’s clear what to do moving forward. You don't always need to use all of these steps, but they are there if you need them to tackle even the hardest feedback conversations. Check out the full article along with examples and personal stories here: https://lnkd.in/ec9acV2c

Reflecting on my journey, I've come to realize that the conventional wisdom around feedback might not be as effective as we think, especially for women. Research suggests it often focuses on past mistakes rather than fostering growth. That's why I advocate for seeking advice over feedback. Here are four practical tips to ensure the advice you seek is specific, actionable, and propels you forward: Be specific in the type of advice you're seeking. Identify the area where you need assistance—whether it's refining an idea, improving communication skills, or finding alternative solutions to a problem. Show them the way. Guide the conversation toward future actions by asking questions like, "What could I change about my presentation skills to deliver a more powerful presentation next time?" This way, advice becomes more specific and applicable. Give a little nudge. Don't settle for vague feedback. Ask probing questions like, "What specifically did I do well?" or "What is one thing I can do better next time?" to extract meaningful insights. Ask the right person. Seeking feedback from too many sources can lead to confusion. Choose the person with the best knowledge about the subject, whether it's a career counselor, certified resume writer, or someone in a relevant role. Remember, the goal is not just to know where you went wrong but to understand how to make it better and improve. Let's shift the focus from backward-looking feedback to forward-thinking advice. #CareerAdvice #GrowthMindset #FeedbackVsAdvice #ProfessionalDevelopment

I spend a lot of time in my Northwestern University - Kellogg School of Management leadership classes and in my leadership seminars to executives explaining the importance of providing feedback. While most people will nod in agreement, I believe many do not realize what providing feedback really means. I recently asked an executive if he provided his team with feedback, and he stated, “Absolutely! I sit down with each person once a year and complete the feedback form from Human Resources.” Completing a form from Human Resources once a year has nothing to do with providing feedback. I define feedback as “open, honest, continuous, and transparent.” If someone works for me, there is nothing we will discuss on that once-a-year form that we haven’t discussed multiple times. I believe that it is critically important that each person has a clear understanding of what they do well and what are the areas in which they should focus to be more successful in the future. I believe each manager has the responsibility to develop each person to their “full potential.” And if the job requires more than what the person is capable of achieving, the manager should either find a position in the company for the individual that is a better fit, or help them find a job in another company that is a better fit. If you are wondering how good you are at providing feedback, here is an easy test: If you are good at providing feedback, you will never surprise the recipient of the feedback. You will take the time to set clear expectations and clearly communicate them. If the person is surprised by the feedback, I question whether you set clear expectations. So why do I state that providing feedback is a “moral responsibility?” Very simply, doesn’t every person have the right to understand how they are performing and developing in the organization? If the person has several areas that need development, how can they develop if no one tells them what those areas are? We have all seen situations where somebody doesn’t receive feedback for several years and then is told that they will not be promoted because of certain performance shortfalls. But how can the person develop if they don’t know what the development areas are? Therefore, the more “open, honest, continuous, and transparent” the feedback is, the higher the probability of the person making progress and reaching their “full potential.” You can read the rest of my blog post at the link below. #feedback #feedforward #valuesbasedleadership https://wp.me/p4ONH1-2Uz

As an inexperienced people manager, I used to give performance feedback when things went wrong, say when a project was not delivered on time or too much time was spent on a task. First, I gave the feedback during the performance review. 1-2-3, great. 1-2-3, wrong. Then I realized it would not be exactly helpful to the staff and tried to deliver it as soon as the issue arose. More helpful, for sure, but waiting until something goes wrong can result in a sense of indignation and make people defensive.   That was until I read "Peak: Secrets from the New Science of Expertise" by the late Dr. Anders Ericsson. In the book, Ericsson notes to all who coach and mentor, that the best method of giving feedback is by closely monitoring the performance when the person is trying to perform at their peak, and noticing what "breaks" first. A swimmer who seems to swim perfectly may mess up the breathing pattern when pushed to swim at physical capacity, or a consultant who is under an aggressive deadline may not demonstrate enough attention to detail. The mentor will then provide the feedback shortly thereafter. This method requires a lot more attention from the mentor, but it substantially helps the mentee's growth. Peak is certainly a book that we in the business world can learn a lot from. The book spends a good bit of time on the idea of "deliberate practice", but there are also hidden gems like the one I mentioned above based on Dr. Ericsson's years of research that have helped me with coaching and mentoring. If you would like a good book on the science of coaching high performers, I highly recommend Peak.