giving and receiving feedback capgemini university consulting skills workshop

Giving and Receiving Feedback

Capgemini UniversityConsulting Skills Workshop

Capgemini University© 2005 Capgemini - All rights reservedCSW / Giving and Receiving Feedback / 2

Objectives of this session

Objectives To provide a framework for feedback which you will be using

this week

To identify how to give and receive feedback

Benefit from using feedback Improves trust and communication

Better performance from team members


What is feedback?

‘Someone’s opinion regarding how well they believe you or others have performed.’

PLAN REVIEWDO

Regular feedback develops a team’s self-awareness and builds trust between its members


T = Trust

C = Credibility

I = Intimacy

R = Risk

The Trust Formula:

Feedback is key to building Trust

T =R

C x I


Feedback is essential to develop self-awareness

Known to self Not known to selfK

no

wn

to

oth

ers

No

t kn

ow

n t

o o

the

rs

Public SelfPublic Self Blind AreaBlind Area

Private self (Hidden Area)

Private self (Hidden Area)

Area of UnknownActivity

Area of UnknownActivity

Our Behaviours

THE JOHARI WINDOW


B’s before C’s

There are two types of feedback . . .

1 Positive: strengths “Catch people doing something right”

Identifies and reinforces behaviours that should be continued

2 Constructive: opportunities Supports the individual Points out behaviours that need to change

Often you encounter two more (to be avoided!) NO feedback

Poor feedback (negative or not specific enough to do anything with)

The most important aspect of giving feedback is the “intent” of the giver


Good feedback is . . .

Describing specific, observed behaviours and associated impact

From direct observation vs. heard from someone else

Descriptive – not evaluative

Specific rather than general

Aware of the needs of the giver AND receiver

Focused on behaviours that can be changed

Timely

Checked to ensure communication

Given in a caring and constructive manner


Constructive feedback must be handled with care

Wording can make it or break it!

It is therefore essential to use constructive phrasing: "How to (H2)… progress / improve," rather than "You did it

wrong"

"I wish I knew (IWIK)… what this means," rather than "This doesn't mean anything"

Constructive feedback is not…Constructive feedback is not…

Critical

Waffle

About winning or losing

About venting

Critical

Waffle

About winning or losing

About venting

Constructive feedback is risky…Constructive feedback is risky…

Often negative experience for both parties

Can alienate Hostile

Angry

Generally non-cooperative

Often negative experience for both parties

Can alienate Hostile

Angry

Generally non-cooperative

Mindset: How to help other person be successful


There are some simple guidelines to follow when giving feedback

A ProcessA Process Lessons LearnedLessons Learned Give one or two headlines – don’t

produce a list

Start with positive statements to relax the situation and give balance

if you cannot think of anything positive, you are probably too angry

Make the feedback specific Avoid general comments

Don’t exaggerate and avoid words like ‘always’ or ‘never’

Cite specific examples / data which means that you need to be well prepared

Refer to things which can be changed Avoid the “you are too short” type of

statements

Give one or two headlines – don’t produce a list

Start with positive statements to relax the situation and give balance

if you cannot think of anything positive, you are probably too angry

Make the feedback specific Avoid general comments

Don’t exaggerate and avoid words like ‘always’ or ‘never’

Cite specific examples / data which means that you need to be well prepared

Refer to things which can be changed Avoid the “you are too short” type of

statements

Ensure that the receiver is open

Give the feedback

Agree?

Seek a solution together

Agree to disagree

Based on: Joanna Bisdee (1998), Realising Your Potential, Life Directions, Mayfair, London

Find an appropriate time and space

Yes No


A good feedback process is designed to help the person be successful in the future

What the person thinks of his / her

behaviour

1

23

4

What are the facts?What you think of his /

her behaviour

What is the impact What needs to be changed in the

future

Think about why you are giving feedback – is it for you or the recipient?


Follow some simple rules and you will give good feedback to others

Prepare Check if the person is happy to receive feedback Find an appropriate time and place Ask and Listen Start with the positives Be specific Talk about opportunities – H2 / IWIK Avoid listing however tempting Give examples Check for understanding

Getting the listener to review their own performance first, often covers 80% of the feedback you would have given them


If you are receiving feedback …

Use the process Don’t take it personally Don’t get defensive Use active listening skills Take advantage of the opportunity to improve Treat it as a “gift” Listen and keep on listening Make sure you are happy to receive feedback Ask for specifics and examples Ask for suggestions on what to do differently Seek second opinions if necessary Say ‘Thank-you’

It’s one person’s perception. It’s one data point


Summary

Feedback is essential to the way Capgemini work, both internally and with our clients

Feedback must be given in a caring manner – the aim is to help the person who receives it develop and improve

Always start with positive feedback (B's before C's). The recipient will more likely listen

Effective feedback requires careful preparation – and follow the process

giving and receiving feedback capgemini university consulting skills workshop

Documents

feedback specific

constructive feedback

coach feedback

workshop feedback

types of feedback

good feedback

feedback benefit

team members feedback