Voici comment vous pouvez rendre vos commentaires constructifs et utiles.
Le feedback est un outil essentiel sur le lieu de travail, en particulier lorsqu’il s’agit de coaching en développement du leadership. Les commentaires constructifs peuvent aider les individus à améliorer leurs performances, à développer de nouvelles compétences et à se sentir plus engagés dans leur travail. Cependant, donner un retour d’information utile plutôt que nuisible peut être un défi. Cela nécessite un équilibre délicat entre honnêteté et tact, spécificité et sensibilité. Dans cet article, vous découvrirez comment rédiger vos commentaires afin qu’ils soient reçus comme un aperçu précieux, et pas seulement comme une critique, ce qui peut favoriser la croissance et le changement positif.
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Dr. Ajit Kumar KarDGM (Head)- L&D, IMFA Ltd I Co-Founder, CHRD I L&D Influencer-2024 by Intellum I TA Pai Young HR Leader- 2021 by PB &…
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Melanie KahlTransforming, together. // Senior design, strategy, and partnerships leader
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Gareth RussellHelping L&D businesses achieve six-figures without pushy sales tactics
Lorsque vous vous préparez à donner du feedback, commencez par clarifier vos intentions. Votre objectif devrait être d’aider le destinataire à grandir et à s’améliorer, et non de montrer sa supériorité ou d’évacuer ses frustrations. En abordant les commentaires avec un état d’esprit de soutien, vous favorisez un environnement sûr où vos mots sont plus susceptibles d’être reçus avec ouverture. N’oubliez pas que la façon dont vous présentez votre feedback peut avoir un impact significatif sur son efficacité et la relation ultérieure avec le destinataire.
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Here is how one can make the feedback constructive and helpful. • Be Specific and Clear • Focus on Behavior, Not Personality • Use "I" Statements • Provide Examples • Be Timely • Balance Positives and Negatives • Offer Suggestions for Improvement • Encourage Dialogue • Be Respectful and Empathetic • Ensure Feedback is Actionable • Follow Up on Progress • Tailor Feedback to the Individual
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Clarificar que el objetivo del feedback es por ejemplo, facilitar el desarrollo profesional y personal en el aspecto X, no solo corregir errores. Ofrecer ideas específicas sobre cómo el receptor puede mejorar en las áreas mencionadas. Mostrar disposición para ayudar en el proceso de mejora, ya sea ofreciendo recursos o tiempo para discusiones adicionales.
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According to me, be Specific, focus on behaviors or actions. For example, instead of saying “Your presentation was unclear,” say “Consider providing more examples in your slides”. Keep balance between Positivity and Improvement: Start with appreciation, then address areas for growth. Use the this Model: Situation: Describe the context. Behavior: Explain the observed behavior. Impact: Share how it affects others or outcomes Empathize: Acknowledge their efforts and challenges. Show understanding and support. Collaborate on Solutions: Discuss actionable steps to improve.
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Take time to prepare and reflect on your intentions. Consider the purpose and reason behind giving feedback. Ensure your communication aligns with the message you want to deliver.
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A leader doesn’t need to shout or detract employees to achieve results; in fact, this approach has been proven ineffective over time. When feedback focuses solely on specific errors without considering the employee's overall development and future within the company, it often leads to frustration and statements like "I've told them a thousand times, but they never learn." Leaders should take time to step back from emotional reactions and focus rationally on the outcomes needed from each employee and the team as a whole. Structure feedback with data, facts, and clear expectations, showing belief in the employee's potential to improve, which ultimately benefits the entire team.
Pour que le feedback soit constructif, il doit être spécifique. Les commentaires généraux tels que « bon travail » ou « besoin d’amélioration » ne fournissent pas d’informations exploitables. Au lieu de cela, identifiez les comportements ou les résultats exacts qui ont été efficaces ou qui doivent être affinés. Par exemple, au lieu de dire que quelqu’un doit être plus proactif, mettez en évidence une situation où prendre l’initiative aurait fait une différence. Cette approche rend non seulement vos commentaires plus utiles, mais montre également que vous faites attention aux détails.
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Embedded, contextual, and creative feedback can be transformative. When facilitating with new collaborators or younger colleagues, I create space to play back the workshop experience together— walking through specific transitions or moments. We might exchange what we noticed or call out specific moments that really worked (or didn't!). We ask "why?" together. I often pull from my improv theater background to make feedback more creative or collaborative. There's a game called "new choice" where you think of a new thing to say or do in a situation. We might pull out a sticky spot and run through alternatives. If there is another day of workshops, we can immediately apply this thinking.
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Constructing a logical path for feedback, beginning from the end, showing the poor result, and working backward step by step, decision by decision, with chronological data and facts is crucial. This helps employees gain a deeper understanding of the situation. Instead of telling employees what they should have done, ask questions that encourage them to reflect and find better solutions themselves, fostering a commitment to different actions in the future.
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When giving feedback, ensure it is specific and delivered on a continuum. Focus on providing positive feedback daily so that when it’s time to give negative feedback, it doesn’t seem so jarring.
Le renforcement positif est un puissant facteur de motivation. Lorsque vous donnez du feedback, assurez-vous de reconnaître ce que la personne fait bien ainsi que les domaines à améliorer. Cet équilibre aide à maintenir le moral et encourage un état d’esprit de croissance. Il est important de formuler les commentaires de manière à mettre l’accent sur le potentiel plutôt que sur les lacunes. Ce faisant, vous guidez non seulement l’amélioration des performances, mais vous renforcez également la confiance.
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WWW and EBI are my go to feedback tools to start - and keep - things positive: 'Here's What Went Well...' 'Next time it would be Even Better If.....'
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Comenzar con elogios genuinos y específicos sobre lo que el receptor ha hecho bien. Presentar las áreas de mejora de manera constructiva y con sugerencias claras sobre cómo mejorar y cómo esto va a potenciar lo que ya hace muy bien.
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As a mentor of leaders, I often emphasize that employees are typically intentional to do their best with the resources and knowledge they have. In cases of intentional harm, a change of role or department may be necessary, but such instances are rare. When issues arise from genuine attempts to succeed, leaders should maintain a positive approach to their feedback. Understand why the mistake occurred and suggest alternative methods, encouraging the employee to perform better next time.
Le feedback ne doit pas être à sens unique. Encouragez le dialogue en demandant le point de vue du destinataire et en l’invitant à suggérer des solutions. Cette approche collaborative permet non seulement à l’individu de s’autonomiser, mais aussi de s’approprier son développement. En engageant une conversation, vous pouvez adapter vos conseils pour mieux répondre aux besoins et au style d’apprentissage du destinataire, ce qui rend le feedback plus personnel et efficace.
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Animar al receptor a compartir sus pensamientos y sentimientos sobre los comentarios. Preguntar si hay algo con lo que no está de acuerdo o tiene una opinión diferente. Prestar atención a sus respuestas y mostrar que se valora su perspectiva puede generar un diálogo constructivo y soluciones colaborativas.
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Effective leaders prioritize listening before speaking. By asking insightful questions and truly understanding the employee's perspective, leaders can offer feedback that is more likely to be accepted and acted upon. Imposing directives without dialogue often leads to confusion and repeated failures. Stephen Covey's "The 7 Habits of Highly Effective People" highlights the importance of seeking first to understand, then to be understood, which is crucial for effective feedback.
Faites savoir au destinataire que vous êtes là pour le soutenir dans son parcours de développement. Offrez-leur des ressources ou de l’aide qui peuvent les aider à aborder les domaines dont vous avez parlé. Qu’il s��agisse d’une formation supplémentaire, d’un mentorat ou simplement de votre temps pour une conversation plus approfondie, montrer votre volonté d’aider peut faire toute la différence. Le feedback de soutien consiste à construire, pas à démolir.
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I emphasize the importance of letting the recipient know you're there to support them in their development journey. Offer resources or assistance to help address the areas discussed. Whether it's additional training, mentorship, or simply dedicating time for further conversation, demonstrating your willingness to help can make a significant impact. Supportive feedback aims to build up rather than tear down. By actively offering your support, you foster a collaborative environment where growth and improvement are encouraged, ultimately contributing to the recipient's success and the overall strength of your team.
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I've found it very helpful to provide feedback and offer support. This helps employees with the "now what?" after receiving feedback. As leaders, we support employees in their growth and development.
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Offering support is fundamental for leaders to grasp the ongoing dynamics within their departments. When employees face doubts or lack of resources needed, it's an opportunity for leaders to assess the efficiency of their processes and the clarity of roles within the team. By ensuring employees know where to seek help, leaders can reduce their dependence and foster a more self-sufficient team.
Un changement durable nécessite souvent des efforts et un renforcement constants. Planifiez des conversations de suivi pour discuter de l’avancement des commentaires fournis. Ces vérifications peuvent fournir des occasions d’obtenir des conseils supplémentaires et de reconnaître les améliorations, renforçant ainsi la valeur de la rétroaction et les efforts du destinataire pour y donner suite. Un suivi constant démontre votre engagement envers la croissance de l’individu et renforce la confiance dans votre leadership.
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The most common mistake around feedback is skipping the follow-up. This is the perfect opportunity to support the feedback receiver with additional guidance, show them you care and want to help them improve, and act as an 'accountability buddy' to give them the push they need to continue growing.
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Leaders who neglect regular feedback meetings with their team often suffer from low engagement. Consistent team meetings and one-on-one sessions foster a culture of continuous improvement. Frequent feedback helps leaders address issues promptly and keeps the team aligned with their goals.
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Para mi, un comentario útil y constructivo se expresa desde una emoción que posibilite: - Conversar antes que imponer - Escuchar además de expresar - Flexibilizar postura según lo que escuchemos, y - Empatizar En mi experiencia la confianza y la alegría, son estas emociones, ya que nos predisponen a conectar con los demás en un estado de tranquilidad personal que desactiva todo estado de alerta y por ende potenciales respuestas reactivas defensivas. Las cuales razonablemente se nos podrían gatillar ante reacciones agresivas de nuestra contraparte. Por esto, los invito a que seamos conscientes de nuestras emociones antes de dar nuestros comentarios, ya que una buena intención puede morir al ser dicha desde una emoción poco asertiva.
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The worst feedback comes across with two aspects: 1. Ambiguity Clear feedback is good feedback. Be specific with your comments noting what happened, what the impact was, and what could have been done differently. 2. Judgmental If you want to shut someone down or put them on the defensive, then slip in some judgment. Most of the time this is accidental and unintentional. Be purposeful with your language and remember that the person you are speaking to did not intend to do anything wrong. Be clear. Be specific. And be understanding.
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Building a safe environment is crucial for encouraging employees to share ideas and openly discuss their mistakes. Leaders should strive to create a climate where feedback is viewed as a gift and an opportunity for improvement. This atmosphere promotes honest communication and collaborative problem-solving, enhancing overall team performance.
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Constructive feedback? It's like being a GPS - guiding people to their destination, not criticizing their driving. Start with clear intentions - you're here to help, not judge. Be specific about what you observed and its impact. Use "I" statements to avoid sounding accusatory. Offer actionable suggestions for improvement. But here's the key: involve them in problem-solving. Ask, "What do you think could work better?" This builds ownership. End with encouragement and express confidence in their ability to improve. Remember, good feedback is a dialogue, not a monologue. It should leave people feeling motivated, not demoralized.
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