Feedback

Once described by Ken Blanchard as "The breakfast of champions", feedback is a crucial tool for Change. If you think about it, when NASA sent their rockets to the Moon, they didn't just push a button and hope-for-the-best! They made constant and continuous alterations to the course based on the latest and best data they had. If you expect people to change they need high quality and sensitive input on how they are doing.

Good feedback needs to be:-

• Supportive
• Helpful
• Actionable
• Factual
• Clear
• Sensitive
• Considered
• Timely

There are a variety of models out there for giving feedback, but more important than the method, is the spirit that it is delivered in. I have known grown men weep on hearing those 7 little words "I'd like to give you some feedback.." Useful models are:-

• Stop, Start, Continue:
• W3: What worked well, What didn't work well, What could be done differently
• SIPP: Sincere, Incident based, Person focused, Positive
• SLC: Success, Learn, Change
• The Feedback Sandwich: positive, room to improve, more positives [this is the one I like least because like many sandwiches, people tend to ignore the 'bread' and only focus on the filling!]

Remember, that you not only need to help people to deliver feedback well, but how to receive it in such as a way that they can use it. A key element of this is that management need to be able to take it as well as they can deliver it!

Creating a feedback rich culture and environment is hugely important, and extremely difficult to get right.

We can help you build this, find the best methods for you, and ensure your people have the skills to use them well.

Testimonials: The results of this project have far exceeded our expectations. Richard's mix of people skills and experience, ’hands on‘ took us through the proccess of change step by step... - Baker Tilly OMP
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Society, community, family are all conserving institutions. They try to maintain stability, and to prevent, or at least to slow down, change. But the organization of the post-capitalist society of organizations is a destabilizer. Because its function is to put knowledge to work -- on tools, processes, and products; on work; on knowledge itself -- it must be organized for constant change. - Peter F. Drucker

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