Last week we talked about a case study between Toni and Mia. Toni had some tough feedback for Mia and unfortunately, their conversation did not go well. Click here if you missed the blog post, but in summary, the one thing to remember in giving and receiving feedback is recognizing who is in the power seat during the conversation.
To add to our dialogue, here are 4 Additional Considerations for Giving and Receiving Tough Feedback.
Expect Defensiveness - People are people and when we feel attacked one of our natural responses is to defend ourselves. We do this by justifying our actions, discounting the process, and questioning the procedures.
If you find yourself on either side of the feedback process. Recognize when you are being defensive and say, “I am feeling a bit defensive right now and that is not how I want to be perceived. Can we reconvene tomorrow so I am more open to what you are saying?”
The Speaking Reveals the Speaker - Those providing feedback are in the hot seat. Even if you are just playing the role of the reporter who is bringing objective facts to the conversation, you are choosing the subset of facts you think matter most.
When you are receiving feedback, assume positive intent from the giver. Assume they have information that is going to be helpful for you to perform better.
The Rule of 3 Conversations - Anytime we are delivering feedback there are 3 conversations happening. First, the conversation between the speaker and the listener; second, the conversation the listener is having with herself, and third, the conversation the speaker is having with herself. The job of the speaker is to understand the conversation that the listener is having with herself.
As the listener, your job is to comprehend what is being said. The quieter you can make the conversation within yourself will enable you to appreciate and receive what is being communicated.
It’s All About The Relationship - Never, ever underestimate the power of relationship. As the giver of feedback, the more mutually satisfying the relationship, the better your feedback will land. This is not just about having common interests but has to do with the level of shared commitments you make to each other. The only way to do this is to spend both quality and quantity of time together. The stronger the mutual commitments that people have the better the relationships. I have noticed in my coaching work that many people do not have anyone to call and share struggles with when they feel like they are in emotional confusion. There is no substitute for genuine time and compassion to strengthen relationships.
As the receiver of feedback, you have to take the relationship where it is at the moment, so here are some tips for you to absorb the feedback:
Stay present and attentive in the conversation. Resist the temptation to explain “why” you did something.
Find commonality in what is being said. It is critical to find something in the feedback you can own and act on.
Don’t shoot the messenger. Refrain from becoming judgmental of the person who is giving you feedback. Focus on the content of the message and not who is saying it.
Reflect on the Case
Go back over the case study from last week (read here) and see where you think Mia and Toni could have gotten a better outcome by applying these 5 total suggestions (from this week and last week’s blog) to their feedback conversation.
Better yet, why not study these 5 items before you go into your next feedback session.
I would love to hear from you as to how these 5 items resonate with you. Drop me an email at firstname.lastname@example.org and I would be happy to connect.
Would you be willing to give ME some feedback? If so, I have a few questions I would like to ask you.