OMT Global Blog Post

Feedforward – A new direction in giving effective feedback

Feedforward – A new direction in giving effective feedback

Giving effective Feedback is an essential leadership skill, one that is regularly dreaded. Employees need to know if their performance is what their leaders expect from them and, if not, they need suggestions on how to improve it. Many Leaders have used techniques such as the classic “feedback sandwich” approach which formed the core of many training and feedback sessions in the past. A feedback approach that begins with a positive comment, followed by a negative comment and closed with another positive comment. The critical issue with feedback is that it focuses purely on the past.

“We all need people who will give us feedback. That’s how we improve.” Bill Gates.

Overcoming the Fear of giving feedback.

Many managers really struggle with giving feedback, from our experience, this is an issue from the boardroom right down to the most junior positions.  Managers regularly report a fear of giving feedback. If feedback is poorly delivered it can be detrimental to employee engagement and motivation and only certain people can use this negative or critical feedback to develop. Employees regularly report not hearing very much at all in a feedback session once something negative has been said and also not recalling very accurately what was said. In truth when receiving feedback people often hear their own negative judgements, internal criticisms and filter what is being said through personalised feelings of hurt pride.

A Gallup survey found that 67% of employees whose managers focused on their strengths were fully engaged in their work, as compared to only 31% of employees whose managers focused on their weaknesses.

Sheila Heen, Lecturer on Law at Harvard Law School and a Founder of Triad Consulting has spoken extensively about the need to understand the experience of the feedback . Feedback is difficult because it stands at the juncture of two human needs – the need to be loved and accepted for who we are and the need to improve and be better than we are.

So when you’re giving feedback we first need to think about your experiences of receiving feedback and then about what the other party is experiencing. Our beliefs, values and ultimately our skill as feedback givers is influenced and shaped by how we have received feedback.

This is where feedforward comes in.

  • Feedforward is based on giving future suggestions rather than focusing on the past. In this way, it is about developing people and helping them to work on what they can change in the future. An objective description of what must be done in the future.
  • One of the issues with feedback is that, while it outlines what someone did or didn’t do, it lacks specific information about what the person can do to change and improve. Feedforward provides a constructive outline of the skills or behaviours which are required for successful achievement of a goal.

 

  • Feedback can instil feelings of failure and inadequacy and prevent people from moving forward whereas feedforward can inspire someone to action with confidence.

 

  • Feedback invites reaction as with the best will and intention in the world the giver of feedback tends to include personal judgement, reaction and feelings. Feedforward describes something which has not happened yet, making it objective and depersonalising it.

 

Marcus Goldsmith has written extensively about feedforward and I would agree when he says that feedforward works because it is a positive focus on solutions for the future rather than the mistakes and shortfalls of the past.

I have worked with many clients who have made dramatic changes in their performance once it was clear to them what behaviour they needed to focus on for the future. One client said to me after a coaching session that the feedback he had been receiving had been fine, but it had not been clear to him what to do differently to take his performance to the next level. This has been true of even the most Senior Managers and Leaders.

Similarly, Managers and Leaders working with high achievers can benefit from using feedforward as Marcus Goldsmith says, “feedforward is especially suited to successful people”. High achievers benefit from clearly understanding their goals in specific ways which help them to achieve and this is exactly what feedforward does, as when it is done well, it serves as a clear description of how to excel.

It’s time to stop giving feedback and focus on Feedforward. Feedforward by its very nature is more constructive and engaging and will deliver better outcomes.  Sign up to our Leadership Newsletter to keep up to date or join the conversion below.

Mary Lynch
MaryLynch@omtglobal.com

Mary is a senior consultant with over 16 years’ experience. Mary specialises in the areas of Organisational Development, Change Management, Performance Management, Leadership and Coaching.



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