Let’s talk about the legendary Feedback Sandwich – a great tool used time and time again by those who want to provide constructive criticism to peers or employees without neglecting the positive aspects of their work. The method of “sandwiching” criticism between two compliments respectfully suggests a change in behavior or considerations for the future.
This feedback model is so popular because it works for almost all circumstances, yet it is lacking in action steps and support. It also doesn’t allow for much conversation between parties.
With professional development becoming more of a want and need for employees, nailing your feedback method is critical.
For leaders, learning to provide feedback well can be critical to whether or not employees stay with the organization. Similarly, receiving and providing quality feedback can influence whether a leader grows or becomes stagnant in their position. For those who want to excel and build better relationships at work, providing feedback more effectively can make a huge difference in work satisfaction
Consistent feedback is crucial at work for a plethora of reasons. Not only does it help us grow in our career and develop professionally, but it also furthers a learning culture at work which allows employees and managers to feel comfortable learning, growing, asking questions, collaborating, and innovating.
Giving and accepting feedback also builds a more cohesive team where everyone stays on the same page.
A more cohesive team allows for better team bonding, which creates meaningful relationships between colleagues. A supportive team is more collaborative and trustworthy, which makes for a safe and productive workplace.
By asking for and receiving feedback, employees can pinpoint what they can work on as well as what they excel at. This way they can work on underdeveloped skills while being confident in their talents.
Feedback also gets teams engaged and motivated to make changes to their processes for better outcomes.
Imposter syndrome thrives off of “what ifs” and a lack of concrete answers, so accepting and asking for feedback can help team members thrive in their roles and feel confident in their decisions.
If the feedback sandwich or other methods of delivering feedback no longer serve you, don’t fret – the following models can help you expertly deliver feedback. Tens of different feedback models exist, but these five are great options if you want to enhance specific areas of your feedback methods, whether that be better communication and collaboration, clear consequences, or a better balance of positive and negative feedback.
The Identify-Describe-Encourage-Action (IDEA) feedback model encourages change in behavior with clear guidelines of how an employee can do so. First, identify and describe the issue you want to tackle, then thoroughly describe the situation and why it is important to address. Then encourage your colleague by letting them know you support them and their development. Close out the feedback by clearly describing the action they should take to make the progress discussed.
Created by David Pendleton in 1984, this feedback model was intended for doctor-patient communication yet applies widely to business and beyond. The Pendleton model encourages a flow of feedback between both parties through seven steps.
This model is helpful for folks who might struggle with confrontation or who want to build deeper trust and greater collaboration between managers and employees.
The Context-Examples-Diagnosis-Actions-Review (CEDAR) feedback model ensures both parties are aligned and on the same page. This can be helpful for colleagues who tend to miscommunicate or lose some action items while communicating.
First, give your colleague context for why you want to have this discussion before providing examples of behavior you have witnessed. After a thorough explanation of the situation, ask your colleague to diagnose the situation, meaning describe why they behaved the way they did and their reasoning that might not align with your assumptions of the situation. Then suggest action or ask your colleague to come up with a solution. Once action steps are clearly defined, review what was discussed so that you are both on the same page.
For leaders who want to provide a better balance of positive and negative feedback, this model is perfect as it aims to “boost” behavior that is not entirely positive and congratulate positive behavior.
Give a balance of positive and “negative feedback,” which should be objective, focusing on actions rather than bias or personality. Include what you have simply observed yourself rather than heard from colleagues. Be specific in stating what you have observed by being straightforward and clear. It is important to provide this feedback in a timely manner – provide it shortly after you observe the behavior rather than waiting to bring it to the surface after weeks or months.
The feedforward model is preventative and future-focused. This model might be great for organizations that run efficiently and want to stay on top of things or for teams with recruits who are still learning processes. When using the feedforward model, pinpoint a certain task or behavior and ask your colleague (or entire team) to take preventative measures to eliminate any possible negative consequences. This might look like asking colleagues to double-check their work, follow guidelines, or keep a close eye on something that might cause an issue. When relaying this kind of feedback, be sure to mention only the future, be supportive, and focus on improvements rather than blame or judgment.
If you need a reason to start prioritizing feedback in your communication with employees, the fact of the matter is employees who receive recognition from management are 69% more likely to do better work. Feedback is so much more instrumental in employees’ work than we often realize, so prioritizing it is not a waste of time but rather an employee experience investment. Here are some tips for providing quality feedback to employees:
To create trusting and respectful relationships between employees and managers, employees must share feedback with higher-ups. By doing so, managers can improve their processes and employees can ensure that their needs are being met while feeling fulfilled and supported in their role.
Employees should enter feedback sessions with a foundation of respect and with the idea that the feedback should be delivered in a conversation rather than rattling off complaints. Employees should ask questions rather than demand change in behavior so that all parties can come to an understanding.
37% of employees say they’ve quit their jobs over feedback not getting taken seriously. If employees feel that their concerns are being disregarded, it is important to express these concerns and clearly explain how important their concerns are and how imperative they are to how they do their job.
Employees can schedule meetings with managers to provide feedback or engage in a discussion following a project or meeting.
Asking for specific feedback from managers can also be difficult to articulate the first time around. A place to start is asking managers for advice and guidance on how to reach goals you have created for yourself or goals instilled by leadership that you have been striving to reach.
Hearing feedback is easy enough, yet receiving and applying it can be difficult for employees. Pointing out behavior that could be improved can feel embarrassing, frustrating or personal. Here are some tips to help you fully receive and apply feedback for your professional development:
Need a comprehensive tool to tackle communication and relationships issues in your team? Consider GettaMeeting’s instantly accessible meeting modules, such as Build Relationships: Breaking Bread or Shifting Perspectives: The Big Picture.
