How to give effective feedback

A TSP of Frankness helps the feedback go down

Photo by Rodolfo Quirós: https://www.pexels.com/photo/flat-lay-photo-cup-of-coffee-1727123/

Giving effective feedback is a crucial skill for any manager, but it can be tricky to strike the right balance. Ensuring our feedback is heard, understood and that a change is implemented is important for one’s ability to lead a team. However, fear of hurting feelings often leads to incomplete or ineffective feedback.

To assist leaders in delivering impactful feedback, I've coined a mnemonic phrase that encapsulates four simple steps, ensuring that feedback is not only heard but also cultivates alignment and fosters growth.

Giving effective feedback requires a ….TSP (teaspoon) of Frankness.

T - Timely. Feedback should be given promptly, preferably right after the situation occurs or as soon as appropriately possible. This ensures continuous employee development, boosts motivation, and prevents the recurrence of future errors.

For example, if there's a specific incident in a meeting that requires feedback, request your direct report to linger for a brief post-meeting conversation.

S - Specific. Be precise and avoid vague statements that can be interpreted in multiple ways. Think of feedback as something that could be recorded by a camera, using what I call "camera check feedback."

For example, rather than using a broad statement like “you aren’t being a team player”, be specific: “you don’t contribute in meetings, and when you do it is constantly to shut down other people’s ideas”. The term team player can be interpreted differently, but the latter comment vividly illustrates the particular behavior being addressed.

P - Prescriptive. Go beyond pointing out mistakes; suggest alternative actions. This ensures a shared understanding of what needs to change. You don't have to have all the answers; feel free to involve the recipient in identifying next steps.

Continuing with the above example, you might say “"I'd like to see you ask questions to understand others' reasoning and contribute your own ideas in meetings. Next week, I'll call on you first for our 2024 goals discussion."

F(rankness) - Framed in context of business impact. Always connect feedback to the broader business impact, explaining the "why." Why are you even bringing up this feedback? Why is it important to the context of the person or the business overall? This helps the recipient understand the importance and reduces the likelihood the recipient will respond with defensiveness

In the example above, you could add that shutting down ideas creates fear and hinders the organization's ability to generate the best ideas. Alternatively, you might emphasize the personal impact, such as the importance of coaching and motivating others if the person aspires to be a manager.

A few more notes about feedback

Feedback is best when given as frequent, discrete pointers rather than semi-annual downloads. Positive feedback should also be given with the TSP of Frankness method to ensure a person truly understands what they are doing well. Lastly, avoid giving feedback when angry; ensure a calm demeanor and express genuine concern for the recipient's success.

Coaching challenge

Consider feedback (could be positive or constructive) for a coworker using the TSP of Frankness approach:

• How can you make the feedback timely?

• What is the specific (camera check) feedback you want to give?

• What alternative actions (camera check) do you suggest?

• Why is this important for the business?

Feel free to run your feedback conversations by me and let me know how it goes!