Should I Introduce the Feedback Model?

I introduced FB to my team during the team meeting and it helped. I explained that it is not a big deal and it is my job to tell them what they are doing well and not doing well. I explained the steps, including that they can say no to the “Can I..” question.

I think it helped them, it definitely helped me. It is still uncomfortable for me, but I do it anyway. I should do it more, and I am working on that.

They will make fun of you for giving them feedback, but they love it. They will squirm at times and it will be awkward, but they love it. They will try and cut you off, but they love it. At times they will debate with you, but I think they still love it.

Trust in the fact that they want it and crave it, even if it is awkward. You are allowed to be awkward. You are not a professional communicator, you are a manager and you are human. They don’t care if you fumble. The fact that it is uncomfortable and you do it anyway will NOT be lost on them.

Thanks for your post! It has reminded me as to the importance of FB and I am charged up to keep at it! I encourage you to do the same!

Enjoy,
Mike

Start the One on One meetings first. That way you can introduce the feedback model to people individually. Then, focus on nothing but positive for a while. Don't try to adjust anything.

Later, when everyone's used to the funny words coming out of your mouth, introduce some soft adjustments. Keep the positive flowing though.

It gets easier. The extra heads wear off. :)

When I first stepped up as manager of the group, I introduced it to the veterans in their O3s also. I introduce it to new hires at their first O3. I don't think the introduction single/group makes a big difference as long as you tell them about the change beforehand. And yes, start with the positive stuff (something I too need to keep working on.)

I felt uncomfortable too when I started giving feedback 4 month ago (and still do a tiny bit)

What I did is tweak a bit with the model so I would feel more comfortable with it but without loosing the aim of affirming or correcting behavior. As my team got used to it and I felt more comfortable I gradually changed the way I was giving feedback to deliver it more and more the MT way.

It started a bit like that (please bear with the French - English translation :D) :
Affirmative: Joe, do you have a second ? Thank you for doing X, I appreciate it or it's very good/effective/professional/...
Corrective: Joe, do you have a second ? It's not very X or it has effect X when you do Y (I basically I described the effects before the behavior) how could you do it better.

I know it's probably as effective as the MT way but it felt like a good compromise to get me started.

The other thing is that the 100% MT way (When you... Here’s what happens) sounds a bit "patronizing" to me as my first language isn't English. Maybe it's just a case of finding the right translation. Anyone with willing to share a French version ?

Hope this helps a bit.

Kind regards,

Olivier

[quote="t4mof"]I'll admit I've been stuttering over using the feedback model since taking over my new team last November. I can really see the benefits of it but somehow I can't hear myself saying the words in a natural way.[/quote]

Several points (often repeated here and by our hosts):

* Don't take yourself too seriously. Feedback given while smiling and raising your eyebrows with a humorous look on your face is still feedback. It still works.

* You will notice the corny model. Your directs will most likely not notice it unless you become so self-conscious you choke on it.

* You get paid a fortune. Are you really going to give up your 2nd most powerful management tool next to O3's and surrender to the forces of darkness because you are a little embarrassed and a perfectionist?

Here's what Mark told me two years ago, and I share it again today with LOVE in my heart (even if it sounds harsh): If you don't have the stones to use the feedback model, you don't have the stones to fire people, hire people, reduce or increase people's incomes, manipulate millions of dollars in budgets and expenditures, nor go into the boardroom and defend your team from executive attack. Feedback is the least of your worries. Find the courage to do it, or step aside and let someone else drive, because there are harder things than that coming your way... especially after you read The Practice of Management by Drucker. :-)

I used the corny feedback model for a year before I truly realize its awesome power. I decided to bury my people in feedback for one day. I called them and called them. I gave feedback on every status report, every notification, every communication I saw. In 48 hours, they were a different team.

48 hours, dude. All it took was 50 feedbacks to a group of 12 people in 16 hours.

Try it.

I'm not completely sure I understand the question, so I have two answers.

1. If you're wondering if you need to describe the model before you start using it, I think not. I never told my directs I was going to start giving them feedback, I just started doing it. I don't know that I do it well, and I may need to do it more, but I really feel like my guys rarely need much feedback. Almost all of the feedback I give is affirming, and the adjusting is often rather technical. (When you start a sentence and then take a drink during your presentation, people find it distracting and they quit focusing on your content.) So I don't think you need to say "Here's this thing I learned that I'm going to try on you."

2. If you're wondering if you should be giving your directs feedback, I think so. The only thing I've ever found awkward is the "Can I give you some feedback?" question, and that's a really key part of the model, both for getting attention and for insuring the receiver is ready to hear me. I've had people say "No" a few times.

So it would be fine to describe the model before you use it, but I don't think it's required. But you need to do it.

I gave someone affirming feedback today, like I do every day. This is a new position for me, and I haven't told anyone about the model, but I use it to the letter. 4 steps. At first this person was confused, she thought I was going to criticize something, and even said "Thanks, but what else would I do?". I explained at that point that I think it's actually not all that common for people to do what is good for the company, given the choice (I don't know how true that is, but, that was my answer). They'll get used to it.

It made her day. She was PSYCHED. I love to make people who work for me happy!

[quote="WillDuke"]It gets easier. The extra heads wear off. :)[/quote]

And they wear off more quickly than you'll think. 48 hours is awesome crazy impressive - but you'll get great returns on your investment even if you take longer. Keep with it. If you need encouragement, we're here.

After giving affirming feedback for a couple weeks to an employee I recently inherited, I finally decided it was time to give some adjusting feedback. I was expecting pushback. Instead, she openly accepted it and seriously thought about the "What can you do differently?" question!

Even AFTER I thought my extra heads were worn off, I am STILL amazed at how well the feedback model works.

Cheers,
BJ