In How to Give and Receive Feedback at Work, Buffer suggests that these are requirements for giving effective feedback:
- The feedback provider is credible in the eyes of the feedback recipient.
- The feedback provider is trusted by the feedback recipient.
- The feedback is conveyed with good intentions.
- The timing and the circumstances of giving the feedback are appropriate.
- The feedback is given in an interactive manner.
- The feedback message is clear.
- The feedback is helpful to the recipient.
(1) Note the stark contrast between this and the McKinsey feedback model.
(2) The McKinsey feedback model is far more powerful because it’s a fact-based framework rather than a relationship-based framework. Feedback is about “This is what I need from you to get my job done”, rather than “I’m in a trusted relationship with you, my intentions are good, I’m doing you a favor”.
(3) Bottom line: if the feedback is irrefutable, actionable and helps you get your job done, nothing else matters.
(4) Note that giving your team effective feedback is not the same as coaching them, one of Laszlo Bock’s requirements for being a good manager.