Giving Feedback

Of all the management disciplines we work on with our delegates, giving feedback comes out consistently as a ‘management essential’.

Our direct experience shows us that there are few organisations that have a truly open ‘feedback culture’.  Most however recognise that this as a place they aspire to be.

The majority of business people we have worked with over the years report that they would like and need more feedback.  The irony is though that many accept that they don’t give it to others nearly enough.  Equally, most people we find rarely ask for it themselves.

Whilst there are of course some shining examples of those who both give and receive it well, many people in business appear to be on a ‘starvation diet’ of good quality feedback.


All too often we see managers giving ineffective feedback to their team members, and then seeing no improvement in performance. Click below to watch our 3 essential tips for giving great feedback.

 

What Types Of Feedback Are There?

The ability and willingness of people managers to give feedback effectively can be truly transformational.  This skill alone can set a person apart from their peers in a way that many other competencies cannot.

There are in simple terms, two types of feedback:

  • Positive feedback or praise
  • Corrective or improvement based feedback

Both are essential, and whilst the principles of giving them are the same, the reasons to give them are very different.

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Giving positive or corrective feedback

In essence, positive feedback should be given to encourage and to recognise effort or performance in some way.  It is designed to improve the person’s confidence and feeling of value, and to encourage them to repeat their action.

Corrective feedback should be given to make the recipient aware of an action, behaviour or outcome that must change or improve.  Often people are aware of the feedback you might give, but they either don’t want to or have been unable to change it.

The impact of not giving either positive or corrective feedback, or giving it badly can be deep and wide for the individuals, teams and the organisation.  Essentially though it often demotivates, disables and impacts on a person’s feeling of value.

It stunts their growth and development and often leaves people in a ‘blind spot’ with no idea of how they are doing.  This can easily lead to all sorts of issues, and many of them with direct financial impacts.


So what’s the solution?

There is one critical principle and starting point that most are not aware of, and this is……

“You can’t change what you don’t acknowledge…”

This means that if you are going to give somebody a piece of corrective feedback, then you must focus first on getting them to acknowledge it to be valid and an accurate reflection of the situation.

If you don’t, the recipient will simply pay ‘lip service’ to the message, or even refuse to accept it.  This will result in no change, and potentially a worse relationship with the giver than if nothing had been said.

So how can PDW Group help to transform your people at giving feedback?

We have a proven and unique way of transforming the confidence and capability of thousands of people in giving effective feedback.

Investing in a highly personalised workshop or programme will make genuine strides for your people. It will transform their confidence & capability in tackling even the most challenging of  conversations.

We will ensure they have some ‘light bulb moments’.  We will get them to ‘flick the switch’ in their heads about what feedback is all about.  This is when we can then help them to do a great job of giving feedback.

Put simply, this will add real value to others in the workplace, and will help to transform your business and financial performance.

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Here’s what Go Outdoors had to say about PDW

“You say what you are going to do and deliver on that promise. Friendly flexible approach and feel to the company which I love and you want to work with us not against us, but challenge when you feel you need to. You are also always looking to improve and constantly ask for feedback. When you visit your offices its always a very warm welcome and whether I have a £200 budget or £200,000 budget your approach is the same which is great. You always make yourself available which is not always my experience with other providers when projects are moving along.”

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Pam Smith, L&D Manager
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Particularly good feedback from the team on all the practise sessions as this really brings the theory to life – and a great team helping to do that.

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Good structure, very well facilitated and the combination of project and personal skills training meant that it was easy to see how the personal skills could be practically applied.

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I often hear myself say “Great opportunity to use your PDW skills” – or, in shorthand, just “PDW!” This has been the most effective training I have done in my career – and to call it training downplays it.

Vicky Sandry General Counsel
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Particularly good feedback from the team on all the practise sessions as this really brings the theory to life – and a great team helping to do that.

Steve Howarth CEO
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Good structure, very well facilitated and the combination of project and personal skills training meant that it was easy to see how the personal skills could be practically applied.

Richard Cheatham Project Manager
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We know that reading about PDW isn’t the same as seeing the impact our training has on your team, or taking part in a session, yourself. To help you get a feel for what’s really involved, and better understand how our approach could benefit your business, we’re talking to Sarah Cox, an MD who’s already taken the positive step of working with PDW.

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Rhys’ Story How PDW Behavioural Training Has Helped My Professional Development

Rhys Davis from Armstrong Watson shares his story of how PDW helped him with his professional development goals, and gives some great tips on how you can start your own journey towards self-improvement!

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Success Story What Coaching Did For Me

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We talked to Sandra about her journey with PDW Group and her realisation of why coaching was the next step for her.

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