How to Give Better Feedback

No one likes giving negative feedback. The good news is: you almost never have to. Make feedback more productive by focusing on the future.

When my clients ask me about giving better feedback, I know we’re on the right track. Feedback is crucial to employee growth and development. This question from my clients shows that they are thinking about their team members. They may be noticing that just telling them what to do isn’t working. Alternatively, they may be focusing on their team’s self-esteem for better motivation. Either way, it’s a good point to get to.

Although many managers dread giving feedback, most employees are hungry for productive feedback. The problem is that a lot of feedback isn’t productive.

No One Likes Giving Negative Feedback

Giving negative feedback is usually uncomfortable for the manager and the employee. Many times, managers simply avoid it, but ignoring team mistakes can lead to disengagement. According to Gallup, only 50% of managers offer feedback weekly, and only 20% of individual contributors say they receive regular feedback.

Furthermore, if the feedback is negative, it can leave the employee feeling stung. If they feel judged or criticized, they will feel attacked and are likely to be defensive. That can lead to them being more resistant to change or lower their self-esteem, decreasing their motivation to try harder.

Still, most employees want better feedback. Furthermore, better feedback contributes to better performance. Gallup reports that 80% of employees who get productive feedback feel more engaged and motivated. So, it’s a matter of how you approach the conversation.

Feedforward for Better Feedback

The problem with most feedback is that it focuses on the past. Unfortunately, the employee can’t do anything about what has already happened. Dwelling on what went wrong can lead to an awkward conversation and hurt feelings.

Instead, give better feedback simply by focusing on the future. I call this feedforward. Instead of talking about what went wrong, they need to know what else they can do to get better results the next time. This is training, and it’s an important part of a manager’s job.

To make it easier, try a coaching approach by using the same tools for self-reflection and self-discovery that professional coaches use. That is, instead of telling them what to do, help them think through how to do it better.

There is a simple way to do this. It’s called the GOOD Model of Conversation, which consists of four questions. The GOOD Model is easy to remember because of the acronym: Goals, Options, Obstacles, Do. By using questions to lead them through problem solving, you are helping them take ownership of a thought process that will lead to better outcomes.

The GOOD Model of Conversation for Better Feedback

1. What is the GOAL? Start by reviewing what they are trying to accomplish. This helps establish a positive tone from the outset by focusing on what they want to do in the future, rather than what might have gone wrong in the past.
2. What are your OPTIONS for action? Let them talk about the things they have tried, and brainstorm new ways to go about it. If they don’t come up with the action you think is best, you can always suggest it. Don’t tell them what to do, that’s micromanaging. Just suggest it and make a case for why it might work better. By letting them decide how to move forward, you signal respect and build their self-esteem.
3. What are the OBSTACLES? This is a great way to allow past mistakes to surface. When the employee brings up problems of the past, you can listen and empathize. Often, they will be much harder on themselves than you would be. You can validate their efforts and make them feel understood. Again, encourage them to think about the future and strategize how they could do better next time. This helps them be prepared for difficulties. Next time something goes wrong, they have some strategies to fix it right away.  
4. What do you want to DO? It’s important to let the employee choose their own way forward. In fact, the point of the conversation is to train them to make better choices and seek better outcomes. Still, it’s important to have them commit to some action. The next time you meet, ask them how it went. That lets them know that you are listening and that you care enough to check in with their progress.

Use a Coaching Approach for Better Feedback

The GOOD Model of conversation helps managers use a coaching approach to giving better feedback. That is, they don’t tell them what to do or control them. They don’t try to impose ideas or ways of working, all of which are micromanaging and likely to lead to resistance.  Adults naturally resent someone telling them what to do.

Instead, the GOOD model is a simple and effective way to explore new ideas about how to work in a safe and guided environment. The employee is allowed to think through what they want to do and how to be better at their job. Further, you are training them to consider ways to get better outcomes. It’s a process that builds mutual respect between the manager and employee. Best of all, it empowers the employee to move forward and learn at their own pace, which is likely to lead to higher motivation and better results overall.

Frequently Asked Questions About Feedback

What is feedforward feedback? Feedforward focuses learning for on the future rather than the mistakes of the past. It is a more effective and respectful way to help direct reports deal with mistakes and learn to how to get better results.

How do I give feedback without hurting morale? Instead of focusing on past mistakes, focus on what they can do better next time. Use the GOOD model to explore goals, options, and obstacles and to commit to a positive action to get back on track.

What if someone disagrees with my feedback? Telling people what is wrong and what they should do can generate resistance. Instead, try a coaching approach to feedback. Use the GOOD model for questions that will help guide self-reflection and discovery of new, more effective approaches.

So, give better feedback with feedforward. Use the GOOD model of Conversation to refocus on goals and the process of going forward.