Feedback E L L E M E R E D I T H ɾ @ A E M E R E D I T H 

– W H AT D I D Y O U S AY ? T H E A R T O F G I V I N G A N D R E C E I V I N G F E E D B A C K , P. 5 “The concept of ‘feedback’ comes from cybernetics, the theory of control [which] emphasizes the concept of a closed loop in a system…” 

Feedback, Coaching, and Performance Reviews Feedback, Coaching, and Performance Reviews 

• Why? • What makes feedback effective? • Overcoming your fears • Right situations and wrong ones • How to run a formal feedback session • Receiving feedback • Difficult situations • Retrospectives and pull requests 

WHY? 

S H O W AT T E N T I V E N E S S 

S I G N A L A P P R E C I AT I O N 

R E D I R E C T U N D E S I R A B L E B E H AV I O U R 

B E P R O D U C T I V E 

C O N T R I B U T E T O O T H E R S ' L E A R N I N G A N D D E V E L O P M E N T 

M O T I VAT E A N D I N S P I R E 

S T R E N G T H E N R A P P O R T 

F O S T E R O P E N C O M M U N I C AT I O N A N D E N H A N C E T E A M W O R K 

I M P R O V E T E A M P E R F O R M A N C E 

What makes feedback effective? 

F R E Q U E N T A N D I N C O N T E X T 

H A S A N O B J E C T I V E 

R E A L I S T I C I N E X P E C TAT I O N S 

S H O W S R E S P E C T 

T W O - WAY C O N V E R S AT I O N 

E X P R E S S E D A S A P O I N T O F V I E W 

A N O P P O R T U N I T Y 

Clear, specific, timed right, non-judgmental, and speaks only to behaviour 

Overcome Fears 

R E C I P I E N T M I G H T D I S L I K E Y O U 

N O T H A N D L E T H E F E E D B A C K 

R E C A L L PA S T I N C I D E N T S 

F E E D B A C K N O T U S E F U L 

A W K WA R D 

In Reality 

Right Situations 

G O O D W O R K 

L I K E L I H O O D O F I M P R O V I N G A P E R S O N ' S S K I L L S 

W H E N F E E D B A C K I S E X P E C T E D 

C A N N O T B E I G N O R E D 

Wrong Time 

N O T E N O U G H I N F O 

C A N N O T C O N T R O L 

E M O T I O N A L 

N O T I M E O R PAT I E N C E 

P E R S O N A L P R E F E R E N C E 

N O S O L U T I O N J U S T Y E T 

When positive feedback is given frequently, the negative feedback seems less threatening and more credible. 

How 

B E H O N E S T 

B E M I N D F U L 

B E S P E C I F I C 

P E R S O N A L I T I E S 

Best Time 

Formal Session 

P L A N N I N G 

1. One line overview 2. Objective report 3. Review facts, listen to their version, make clear desired behaviour 4. Consider potential objections 5. Consider possible barriers 6. Questions for recipient and for you 7. Desired short-term result(s) 8. Desired long-term result(s) Planning 

C O N D U C T I N G 

A C T I V E P L A N 

Receiving Feedback 

1. An opportunity to improve your relationships 2. Listen carefully to POV and consider its intention 3. Ask questions 4. Let your defences down 5. Resist the urge to justify your behaviour or actions 6. Identify what you can learn from it 7. Come up with an action plan 8. Recognise that even when valid has no place in the current conversation 9. Later on you can verify the feedback 10. But always thank the other person Receiving Feedback 

Follow Up 

A S S E S S Y O U R S E L F 

Difficult Situations 

Difficult Situations 

Retrospective Sessions 

Pull Requests https://github.com/thoughtbot/guides/tree/master/code-review 

Respectful Space 

• Praise effort, not ability. • Offer some positive feedback • Empower everyone, not just leaders and managers • Encourage the team to help each other to solve problems • Not dwelling on what’s wrong • Set clear expectations • Encourage questions • Make it ok to say no Building respective culture guidelines 

Clear, specific, timed right, non-judgmental, and speaks only to behaviour 

G I N G E R N I N J A 

E L L E M E R E D I T H ɾ @ A E M E R E D I T H 

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