Bill Gates, says, “We all need people who will give us Feedback. That’s how we improve.”
The American business magnate, who built Microsoft, often talks about the need for constant self-improvement. We must be open to honest, constructive feedback, as it will improve our work. But, it’s a word that perhaps most of us misunderstand in our daily lives! The word is CRITICISM, which is mostly taken up in the form of feedback quite often.
Definition of Feedback
Perhaps the most common erroneous perception is that “Feedback Equals Criticism”. If one looks at a traditional dictionary meaning of the two words, the line separating them is exceedingly thin. The dictionary defines Criticism as “expressing criticism (of someone or something); discussing shortcomings or flaws (of someone or something)”.
However, it defines Feedback as “useful information or criticism given to someone”. The purpose behind giving Feedback is to “express what can be done to enhance a performance, product, or service”.
So, what’s the problem behind giving Feedback?
There is a similar thread that runs across both Criticism and Feedback, as both are the result of an evaluative process. Neither is fundamentally flawed (with evaluating). The issue emerges when the judgement is based on either a very narrow point of view. It becomes worse when the judgement is based on a personal confidence in superiority.
The belief in ‘superiority’ does not imply that the individual conducting the evaluation is a certified ‘superior;’ rather, it relates to the evaluator’s self-perception that he or she is ‘superior.’
When solicited for comments by management, a junior employee may end up criticising rather than delivering Feedback. “My boss isn’t very good at communicating”. This is an example of criticism, even though the giver may vehemently defend it as ‘Feedback’. In this case, the provider makes the following assumptions:
1. That the management is inept at this duty as there is a standard that he or she is failing to meet.
2. That the manager is inept because those who receive the information correctly perceive it but cannot accomplish their tasks.
3. That the entire team continually hears the same communication, interprets it consistently, and comes to the same conclusion that they cannot execute their job.
4. That the giver is completely clear on how communication should take place. It is also that the management is not doing what the giver believes should be done.
The last assumption described above is possibly the most severe interpretation of the giver. Very few givers will admit it. However, it is frequently the underlying topic of any form of critique.
So, what exactly is Feedback, and why is it so critical to being an effective leader?
You should consider Feedback as a tool that benefits both the giver and the receiver (of Feedback). In an ideal world, both should learn and understand, and both should act on all criticism. To understand how this works in practise, it is necessary to first grasp what Feedback’s primary goal is.
The most frequently stated reason, why Feedback exists, is to develop better leaders. I have a different perspective on this. You must comprehend the value of both giving and receiving Feedback to establish your career. Hence, the goal can be to assess the process of offering input in a way that benefits both the giver and the receiver. To accomplish this, you must ensure that an issue, procedure, or concern is handled optimally through Feedback.
Feedback is thus first and foremost an evaluation procedure. It is then a conversation, and finally, a conclusion that optimises a company issue or procedure.
GIVING Feedback
The giver of Feedback almost always directs it to the recipient. It’s important to concentrate on the source of Feedback, which is the giver’s thoughts. The giver of Feeback is prompted by an issue, a concern, or even a mental process that does not meet some standard in their view. The right path must be specified here.
When people analyze a business process or issue, they must move away from traditional benchmarks that are formed in the giver’s head. We all construct our own benchmarks based on our own experiences, ideas, and expectations, whether we like it or not. Here is a commonly heard phrase that you may interpret in several ways depending on where the giver is in his or her career path. A list of the most prevalent reasons why people make the statement follows it.
Feedback Statement: “I’m not sure I understand my boss”.
“He speaks too quickly for an entry-level professional”, OR “He speaks too slowly”, OR “at a level I don’t understand”.
Mid-level professional: You can interpret his oral and writing communication abilities in a variety of ways.
Mature careerist: I’m not sure what he/she is attempting to accomplish.
Pay attention to developing skills to provide Feedback
We must pay attention to developing skills to provide feedback, just as it is too technical and soft skills training. Here is a list of Dos and Don’ts when it comes to giving Feedback.
1. Make it apparent that you want to give feedback – it is necessary to specify the pieces that form Feedback according to the giver throughout a conversation.
2. Clearly identify the precise issue, incident, process, comment (and so on) for which Feedback is being provided. It aids the receiver’s focus — it’s worth asking the receiver if this is evident.
3. You should not make it personal about the recipient. More often than not, a giver will pass comment on the individual, for example, ‘I don’t like the way you dress.’ The giver may better phrase this Feedback as ‘I don’t think your attire is appropriate for the occasion/office/meeting.’
4. Speak, not yell – many people believe that expressing angst in heightened tones is a more effective method of conveying a message. It isn’t, in fact.
5. Provide an answer — offering Feedback without providing a solution to the problem is pointless. Givers frequently believe that recipients naturally understand how things should be done or what corrective action is required. If the giver has a certain resolution in mind, it is helpful to share it. The receiver is not required to use it, but it does help to provide transparency to the process.
6. When Feedback is provided, consider the job completed. It is up to the recipient to act in a way that is similar to how the giver intended. The sender must also have an open mind to the possibility that the receiver’s process will differ.
Getting Feedback
The individual who is intended to receive Feedback is supposed to Receive Feedback. In actuality, the receiver believes he is in “dock” or on trial for his acts. Every syllable appears to be a judgement on how well the receiver is doing. This is compounded by the receiver’s perception that this is the end of the road. As a result, it is critical to hear Feedback from the perspective of a learner rather than a criminal. The rules for interpreting Feedback must be comparable to those for offering Feedback.
They are as follows:
1. Recognize that Feedback is being provided. A person should not confuse this with any other form of interaction.
2. When listening, be certain that the issue/action for which Feedback is being provided is clearly specified.
3. Keep reminding yourself that this is Feedback, not a personal assault. Smiling throughout the procedure is beneficial!
4. When listening, there is a temptation to respond with an answer or a counter-statement, or even to dismiss the statement. It is best to be patient and NOT REACT, either verbally or with facial expressions, in such situations.
5. You should carefully monitor body language to ensure that it does not convey a sense of discomfort.
6. When Feedback is finished, resist the impulse to answer right away. It is best to allow your mind to absorb what was said and digest it from the giver’s point of view.
7. Never use Feedback to “get back” at the donor. It completely destroys the purpose behind the Feedback.
8. If the receiver does not receive a direct resolution or recommended alternative, it is best to check with the provider to see if one exists. If one is offered, take it with a grain of salt and don’t feel obligated to agree or disagree with it.
Feedback creates a win-win situation for all involved
The ultimate purpose of Feedback is to help you develop a successful career. All of us, especially the leader, benefit from the same process. The providing of Feedback across time rather than at a single point in the year reduces appraisal time. An organization’s morale improves overall. As teams become stronger and team members gain confidence. Eventually, it becomes a win-win situation for all involved.
Author – Mr Vivek Mehra is a thought leader. He is – Managing Director & CEO at SAGE Publications, India. A TedX speaker, Mentor, but still a student at heart!
We are grateful to him, for sharing his insights with our platform. So that we can keep sharing thoughtful content with the world!
About Storyofsouls
Leave your comments on how did you like this story. If you love it do share it to bring that change that we wish to see in the world.
You can also share your life story with us at replytosos@gmail.com. Story Of Souls is an initiative where we invite people to bring their stories to us. We want people to “write to heal.” The idea of Storyofsouls has been appreciated by ALL INDIA RADIO, an Online Platform where you can share your real-life stories. The impact of our inspiring stories has reached to UN, Harvard University. On some real-life stories, web series are also planned. You can also visit our Youtube channel. You can follow us on Facebook LinkedIn Instagram
Storyofsouls is glad to inform you that we are now a Google news verified platform and Google Business verified.
You have a really great website. Let’s connect: