Providing clear and direct feedback is an essential functionof management. The value of feedback is that it promotes learning and maintainsperformance in alignment with accepted standards. Frequent feedback providesmore cycles of learning and allows employees to more rapidly move up thelearning curve. And yet, giving feedback is often a challenge and a source ofanxiety for managers. The need is readily recognized, but somehow the actiongets put off. Following a simple four step method provides a framework forgiving feedback and assures a successful outcome.
Step1 describes the actions that were taken or not taken. This isthe Joe Friday of Dragnet fame step. List the facts of the situation and theobservable behaviors. For example, 'I noticed that you spent most of thetime in the meeting looking at your papers and did not speak' (Actions). Do notdraw conclusions when presenting the facts. 'You spent the meeting sulking'could be used to describe the same situation but it contains an interpretationof the events. It is important to lead with the facts and not with theinterpretation. Leading with the interpretation promotes defensiveness whileleading with the facts simply creates a common understanding of the events.Focus on the facts and do not make judgments about the individual.
Step 2 states the impact of the behaviors. This is where managersshare how the actions effect the organization and the individuals involved. Forexample, 'While Ed was giving his presentation on the new purchase order requirements;you spent your time flipping thru your day timer' (Actions). 'Ed told me laterhe felt ignored' (Impact) or 'I think that this does not present a professionalimage'. (Impact)
Step 3 describes the potential consequences of the actions. Thisis best done in terms of stakeholders and focuses on achieving results andattaining goals. For example 'Compliance to the Corporate FinancialGuidelines is an important part of how we responsibly manage the shareholdersmoney and if we don't understand them, it will be difficult to comply'(Consequence) or 'Ed now doubts that we take our financial responsibilityseriously and this will make it more difficult to work with the people in hisdepartment' (Consequence) or 'Failure to follow the Corporate FinancialGuidelines can result in a job action' (Consequence).
Step 4 engages the employee in a discussion of alternative actionsthat are consistent with reaching the desired outcome and take intoconsideration the interests of relevant stakeholders. The manager's purpose inproviding feedback is to improve the performance of the business. Assume thatthe employee shares that purpose and discover ways to reach that goal. This isa good opportunity for brainstorming alternatives, sharing lessons that themanager has learned, and to securing a commitment to take different action inthe future.
By following these four steps, a manager can deliverfeedback in a structured and effective manner. Managers who make consistent useof this simple method will greatly accelerate the learning in theirorganization and produce results that create sustainable success for theorganization.
About the Author
MaretMaxwell, PhD is the Chief Collaborator at Next Step -A Collaborative ServicesGroup. His career spans academic, government, and private enterprise including20 years as a manager and project manager with a Fortune 100 healthcarecompany. He currently works with clients to create sustainable improvements inbusiness and leadership performance. Visit his website at
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