Nov 09
12
How to make progress using your feedback
Feedback about your performance is by far the greatest resource you have available to you for self development. However many people are critical of feedback and shy away from accepting it for one reason or another. The value from feedback whether it be positive or negative far exceeds any other tool for improving your performance.
Many of the problems with feedback arise when it is negative; it’s not so much the negative state of the feedback but the delivery style.
In situations where the person isn’t skilled in giving feedback they tend to focus more on the identity of the observee, rather than on their behaviour. It’s important when giving feedback to concentrate on the observee’s behaviour; what have they done or not done, rather than on their identity, who they are. Also when giving feedback don’t surprise the observee with a short sharp dose meaningless droll. Prepare them for what you are about to do; agree beforehand if appropriate, both criteria and timing.
Feedback can be formal or informal and it doesn’t have to be such a difficult and onerous task. If properly conducted it will benefit both giver and receiver in their personal development.
So where does the feedback come from and how do you get it? There are many sources of feedback the following are just a few:
Observations
These are an excellent method of assessing your performance; they are very direct, in that your observer is able to see first hand how you perform your duties. There are a number of models used in observation process; some are impersonal whilst others are inclusive.
Direct observations tends to be the style that is impersonal and most disliked by observees. The direct observation model makes use of a previously agreed criteria; not usually agreed by the observee. The observer watches the observee for a period of time before feeding back to them about what they have seen. The observer agrees or disagrees about whether something is happening or has happened, according to the criteria. There may also be a scoring system associated with this model.
A less intrusive model is peer group observations; this involves all those in the observation process to agree the criteria beforehand and what is expected from a performance. If there is more than one person being observed whole groups can become involved in setting the criteria.
Both models have their critics from both managers and the workforce. Direct observations are viewed as being very intrusive and insulting; some professionals are uneasy about another person, sometimes unknown to them, making an assessment about their performance. Whereas some mangers disagree with peer group observations because they prefer to have full control over any assessment of performance.
Whichever model is used the observations provide accurate and reliable information for changes to be applied to your performance for almost instant improvement. Time is required both before and after the observation to plan and review the process.
Data collection
The data collect process can be applied either by an individual working in isolation or a group who are applying performance enhancing strategies to their work environment. The process requires a series of steps; each of which must be completed before the next can be started.
The process involves the the following steps:
- Preparing the questionnaire/data collection form
- Distribute the questionnaire/data collection form
- Time allowed for the completion of the questionnaire/data collection form (this could vary from the same day to a few days)
- Collecting the completed questionnaire/data collect form
- Evaluating the questionnaire/data collection form
- Recording the outcomes
- Apply any changes to your performance.
Care will need to be given to the content of the questionnaire or data collect form; it’s not just a case of asking the first question that comes into you head. The questionnaire/data collect form will have to ask some strong and difficult to answer questions. You may not like the questions or type of answer you could receive. The questions will be required to focus on elements of your performance that reflect an appropriate outcome. An outcome that is measured by third parties, your customers.
Interviews or discussions
The interviews or discussions process is similar to the previous source of feedback in that it follows a series of steps; each of which must be completed before the next can be started. The process can be applied either by an individual working in isolation or a group who are applying performance enhancing strategies to their work environment.
The process involves the the following steps:
- Identifying suitable people to interview or discuss your performance with
- Arranging a time for the interviews or discussions
- Conducting the interviews or discussions
- Evaluating the response from the interviews or discussions
If you are preparing these in isolation make sure to ask strong powerful and searching questions. The ones you may not like and be ready for the answer you don’t like or want. Be careful not to turn the interviews or discussion into a simple coffee break. If you are working in a group this may not be so much a problem; other members of the group will ensure questions are appropriate.
Documentation reviews
This one may not be to easy to conduct for some people; it involves the collection of documents produced, naturally in your life or job role. Whether they are integral element of the product of a by product they can still be used to analyse your performance. This method, again can be used by individuals or groups. The individuals will have to develop their skills of objectivity when reviewing their documents.
Focus groups
Focus groups are a very valuable source of information for your feedback; if conducted with an appropriate mindset they become a very powerful way to collect information and data. You will have to be make sure you select appropriate people; not just your friends who may be inclined to give you positive feedback and want to come along for a chat.
The focus group doesn’t have to be just about your performance, it could be about a more general subject of which your performance and those of others are part of. The group itself will have to well structured with a couple of reliable people; a chairperson and a minute or note taker.
Cases studies
Case studies can be conduct in either in isolation by yourself or with a group, if it’s more appropriate. The task is relatively simple, however you have to be open and honest if you’re operating on your own. Identify a similar situation to that of your own performance or that of your group, if there are others involved, analyse it and make comparisons with yours. Look for similarities to see if you can adopt their practices and procedures. Do be careful about adopting bad habits or practices.
Include regular feedback in your personal development training to ensure you continue you personal growth. Any feedback you received record it in your journal diary for review at a later date.
Thank you for reading this post, please let me know what you think and share your experiences. While you’re here please take the time to sign up for the newsletter or alternatively you may prefer to subscribe for regular updates in your favourite reader or by email.
photo credit: quinn.anya
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