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Delivering Feedback that Gets Results

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Feedback. Many supervisors dread giving it, and even more direct reports dread receiving it. We want to want feedback, but we can’t always shake the sinking feeling in our stomachs or the sense that we’re being personally attacked. Most supervisors want to help their direct reports grow and improve, but have never been taught how to deliver feedback that uplifts rather than demoralizes.

Here are three things you can add to your feedback playbook to accelerate your leadership:

  1. Seek consent. Feedback is not something we do to someone - it is something we offer someone to fuel their growth. Feedback recipients ultimately get to decide whether they will accept the feedback and change their behaviors, so ask for their permission before giving it. Instead of saying, “I have some feedback for you,” try, “Hey, really good work there. I have some suggestions for your consideration – are you open to hearing them?”. If they say yes, they are choosing to engage with the feedback and are therefore more receptive to it. If they say no, little good will come from imposing unwanted critiques or advice. Keep in mind that supervisors still need to document performance, but that process is separate from (albeit related to) feedback.

  2. Focus on behaviors. When someone performs well or falls short, anchor the feedback on how the behavior or outcome compares to the established standard or expectation. As leaders, we need to recognize that most people generally want to do a good job and are doing their best. “You” statements can feel personal and when paired with criticism, it can start to feel like a personal attack – triggering defensiveness rather than growth. When we focus on how the behavior or outcome needs to change, the feedback can feel more actionable and constructive.

  3. Celebrate success. When people change their behaviors and improve their performance, recognize it. Reinforcing positive behaviors produces better outcomes than focusing on the negative. When we recognize positive change, it triggers the brain’s reward center, releasing dopamine and other “happy” hormones, leading the person to feel good. When they feel good, they want to do more of what created that feeling. This naturally makes them more inclined and open to seeking and receiving feedback, which further accelerates performance.

Feedback has a tremendous effect on individual and team performance. There’s a reason most organizations mandate feedback and have a specific process in place to ensure it takes place. Mandates help ensure compliance, but not positive outcomes. Great leaders go beyond the compulsory to enable true engagement and inspire commitment. The next time you have an opportunity to provide feedback, seek consent, focus on behaviors, and celebrate successes. Your team will thank you for it - and reward you with game-changing results.

Authored By: Jason Lamb, Managing Director

#VictoryStrategies #Feedback #People #Leadership #Growth

Jason Lamb

Jason is the United States Space Force's Talent Strategist. In this role, he is actively involved in crafting and executing the United States Space Force’s human capital strategy and plans. A nationally recognized thought leader in leadership and talent management, he advises Space Force senior leadership on how best to acquire, develop, engage, assess, promote, and employ its military and civilian members. Prior to his current position, Jason served over 25 years in the Air Force as an intelligence officer and retired in the rank of Colonel.

In uniform, Jason served with distinction in a variety of intelligence, staff, and command assignments in deployed combat environments, geographically dispersed organizations across the globe, and in the United States. As an intelligence group commander, he led over 650 personnel in eight units spread across four continents supporting everything from national decision making to time-sensitive tactical operations.  Jason has deployed in support of Operations SOUTHERN WATCH, IRAQI FREEDOM, and ENDURING FREEDOM. During his career, Jason was recognized as the Air Force’s Intelligence Officer of the Year, graduated number one from his Air War College class, was awarded the Bronze Star in Afghanistan, and twice awarded the prestigious Legion of Merit.

While those accomplishments are noteworthy, he is perhaps best known for leading a significant culture shift in the Air Force and across the Department of Defense beginning with a series of articles he published under the pseudonym “Col Ned Stark.”  In those articles, Jason highlighted significant organizational culture and leadership alignment issues, provided root cause analysis, and offered innovative solutions resulting in the Chief of Staff of the Air Force offering him a senior position on his staff.  To the surprise of many, Jason chose to end his fast-track career and retire instead so that he could coach and engage with broader audiences.  The Space Force reached out to Jason to architect an innovative new approach toward talent management and leadership development that would ensure the long-term alignment of the newest armed service’s mission and values.  The result was The Guardian Ideal, described by the Chief of Space Operations as the single most important accomplishment of the Space Force to date.

Jason understands how to create and develop high-performing teams of teams.  He knows how to uncover organizational misalignment and dysfunction to craft tailored solutions that improve workforce retention and performance.  Jason is a proven leader and solver of wicked and complex problems.

Jason graduated from the U.S. Air Force Academy with a degree in International Relations with a minor in Japanese.  He holds four advanced degrees in organizational management, national security policy, and strategy.  Additionally, Jason is an International Coaching Federation-certified professional coach with an additional certification as an Energy Leadership Index Master Practitioner.  He resides in Colorado with his wife and daughter.

Victory Strategies is a Veteran Owned Business.