A Thought Experiment: The Feedback Opportunity Framework
Have you ever wondered where the feedback given is supposed to lead? Whether you're on the giving or receiving end, reflecting on this can be insightful.
I have struggled a lot to find the answers to the problem of feedback gone wrong. My fascination for the feedback process started with living and working in more than 10 countries. What was common in all of them was how we were always fearing what is to come. Will we get an overload of praise, so much that we do not know what exactly it is that we did right? Or, should we expect the feedback session to be the start of our ending at the workplace?
Whilst I was in that situation, I often used search engines to find out what is the best way to prepare for feedback, and what is the best way to give it. I found most advice concentrating on either the giver of the feedback (the role of supervisor), or the receiver of the feedback (the role of supervisee). All answers I came across were somewhat useful, but they never seemed to be enough to answer the real question – how to make feedback useful?
The information available often does not provide the whole answer, as feedback largely remains a fearful and painful exercise for many. Feedback often becoming useful only as an indicator of your fate - remain in for now, or hints of being pushed out from the workplace.
The following thought experiment is not about formulas and techniques that you can easily find on websites providing information on “quick and easy” steps to solve the feedback conundrum.
I propose that feedback should be seen as an opportunity for both parties—giver and receiver—to benefit. Yes, sounds very much not tangible. Let me explain, feedback should be tied to the opportunity created when both parties review performance based on mutual agreements. What if we viewed feedback not just as a transfer of information about your performance, but as an opportunity to create something new and meaningful together?
The Feedback Opportunity Framework
To realize this, it is crucial first to understand feedback as an opportunity. Feedback can be an opportunity on a singular benefit trajectory, as well as a mutual benefit trajectory.
In a singular benefit trajectory, the opportunity lies in the individual. In the case of feedback receiver, the individual operates in an environment independently, not relying on the relationship and the psychological safety provided by the supervisor. On the other hand, the feedback giver in a singular benefit trajectory, relies on themselves individually as well, and not utilizing the benefits of the potential relationship with their supervisees. This trajectory on the part of the supervisor, is a lonely narrow road to organizational opportunity.
I propose that the concept of relationship between the feedback giver and receiver is often missed. This is because the dynamic between the giver and the receiver is overlooked in organizational feedback sessions. This oversight can lead to negative consequences if the person giving or receiving feedback doesn’t understand the relationship as an opportunity. Therefore, laying the groundwork for mutual understanding and agreement is essential. Yes, it may take more time, but it forms the foundation for a successful relationship and significantly reduces the negative consequences.
Let’s see now what it means when we are at the singular benefit trajectory within the feedback opportunity framework.
The Singular Benefit Trajectory
Feedback should never be about how the supervisor feels about or perceives the employee's performance. Even if you are hierarchically above the receiver, your perception is not the absolute truth. Assuming your views are the only correct ones forces the receiver to perform solely to please you. If the supervisor does not have a clear understanding of how to give feedback and bases this on their gut feeling and emotions, it can lead to arbitrary behavior in the team as well. Without clear foundations for feedback, supervisees will continuously try to navigate based on the supervisor's current feelings and emotions. This "how I think/feel" approach to feedback creates employees who act out of fear of repercussions, leading to internal competition and backstabbing, which is counterproductive to organizational goals. This scenario will only lead to a singular benefit trajectory – for both supervisor and supervisee. In this scenario within the feedback opportunity framework, neither party will see the benefit of putting an effort to build the relationship between each other, rather they will continue to survive alone, looking for scarce and narrow opportunities for themselves. This quest can lead to individual wins, but has a higher risk to the individual since there is no support from the relationship.
Moving Towards a Mutual Benefit Trajectory
Supervisees and supervisors alike need to understand the opportunity that lies in the relationship aspect of the feedback. It is important to gauge within, where they want to take the relationship and how both intend to operate based on their understanding of the relationship. Is the supervisee going to survive in the uncertain environment by using negative coping mechanisms, or will they focus on the potential of the relationship with their supervisor? Will the supervisor refrain from arbitrary judgements of performance and give space to mutually agree on what forms the basis of the feedback?
In my view, the feedback process is painful because we often neglect fostering relationships. Relationships should be embraced and respected and the opportunity therein acknowledged. The Mutual Benefit Trajectory within the Feedback Opportunity Framework proposes that when clear feedback foundations are laid on the relationship between the feedback giver and receiver, a mutual benefit opportunity can be achieved. On the contrary, in the Feedback Opportunity Framework, where the relationship is overlooked, it results into singular benefit trajectories for both parties within the feedback opportunity framework. When both parties concentrate on the relationship as a foundation, there is a bigger chance for mutual benefit.
Building the Foundation for Mutual Benefit Trajectory
Feedback given without clear, measurable, and agreed-upon tasks is subjective and based on the giver’s perspective. Supervisors must resist the urge to dictate how jobs should be done by their direct reports and appreciate when employees find their own ways to complete tasks within agreed boundaries and timelines. Performance should be measured based on organizational goals, broken down into mutually understood tasks. This approach forms the building blocks for a foundation that can significantly improve performance.
How do we build a mutual benefit trajectory for each party involved; the feedback giver – feedback receiver – the relationship.
The Feedback Giver
1. Focus on Relationship Dynamics
Recognize and respect the relationship between the feedback giver and receiver. Understand that feedback is not just about performance but also about building a positive and productive working relationship. By acknowledging the relationship dynamics, you create an environment of trust and psychological safety, which is crucial for honest and effective feedback.
2. Establish Clear Job Descriptions
Ensure that job descriptions are clearly defined and mutually understood by both parties. This includes detailed tasks to be performed and performance expectations. Clear job descriptions provide a common understanding of responsibilities and set the stage for effective feedback.
3. Mutually Agree on Feedback Format
Collaboratively decide on the scope, format, and timing of feedback. Agree on what aspects of performance will be covered, how feedback will be delivered, and when it will take place. This mutual agreement helps set clear expectations and prevents misunderstandings.
4. Define Intentions for Feedback Sessions
Clarify the purpose of the feedback session. Determine what you aim to achieve with the feedback and where you want it to take both the supervisor and the supervisee. Defining intentions helps both parties align their expectations and focus on constructive outcomes, making the feedback session more purposeful.
5. Avoid Subjective and Emotional Feedback
Ensure that feedback is based on clear, measurable, and agreed-upon tasks rather than personal feelings or gut reactions. Feedback should be objective and tied to organizational goals and mutually understood tasks. This approach prevents arbitrary behavior and promotes a fair and constructive feedback process.
The Feedback Receiver
Understand Job Descriptions Clearly
Make sure you fully comprehend your job description, including the detailed tasks and performance expectations. This understanding forms the basis for meaningful feedback and allows you to see how your performance aligns with organizational goals. Ask questions, do not assume that you and your supervisor understand the task in the same way.
2. Agree on Feedback Format
Participate in discussions to mutually decide on the scope, format, and timing of feedback. Understand what aspects of your performance will be covered, how the feedback will be delivered, and when it will take place. This agreement helps set clear expectations and prepares you for constructive feedback.
3. Clarify Intentions of Feedback Sessions
Know the purpose of the feedback session. Understand what the supervisor aims to achieve with the feedback and where it is intended to take you in terms of growth and improvement. Yes, you read it correctly; growth and improvent. The feedback session is not a disciplinary action, that is a topic for another discussion. Feedback received should be the enabler for improved performance, and what improves performance is a constructive to the point feedback, delivered to you by well-intentioned supervisor. When you examine the intentions for the feedback session, the clarity helps you align your expectations and focus on constructive outcomes, making the feedback session more effective.
4. Focus on Relationship Dynamics
Acknowledge the importance of the relationship with your supervisor. Understand that feedback is not just about performance but also about building a positive and productive working relationship. By focusing on relationship dynamics, you can foster trust and psychological safety, which are crucial for receiving and acting on honest feedback.
5. Avoid Defensive Reactions
Ensure that you approach feedback objectively rather than emotionally. Feedback should be seen as a tool for improvement, not as a personal attack. By keeping an open mind and focusing on clear, measurable, and agreed-upon tasks, you can use feedback to enhance your performance and contribute more effectively to organizational goals.
The Relationship
1. Set up mutual actions that grow trust
Both feedback givers and receivers should approach their relationship and the feedback process with actions that grow mutual trust. Make sure you understand how to manifest that trust, its not the thought that counts.
2. Set up clear goals
Where both parties contribution is clearly defined. When things are done together, there is a higher chance of achieving goals through mutual accountability.
3. Understand what communication is between you both
Its not enough to meet regularly. Make sure you set up parameters on how the communication should be done in your relationship and what you intend to achieve through communicating with each other.
4. Establish co-creation opportunities
Recognize when you go on “my way or the highway” -mode. Actively seek for avenues of mutual agreement to make the relationship stronger through agreement.
5. Psychological safety
Establish what psychological safety means to you and others
6. Regularly Review and Adjust
Regular mutually agreed check-ins and adjustments ensure that the feedback remains relevant and impactful. This ongoing review helps in maintaining a dynamic and evolving relationship that adapts to changing needs and circumstances.
Conclusion
Feedback, with the relationship in focus, becomes a collaborative effort rather than a source of stress and misunderstanding. Effective feedback is not about imposing one's feelings on another's performance but about creating a shared understanding and mutual growth. It requires time, effort, and a solid foundation based on clear job descriptions, mutual agreement, and defined intentions. By focusing on relationship dynamics and moving beyond personal feelings, feedback can become a powerful tool for personal, team and organizational improvement rather than a painful ordeal.
