How can you evaluate your ability to give effective feedback?

As a dentist, when giving feedback: - Match feedback with the patient goals. - Choose how to communicate. - Share positives, areas to improve and advice. - Encourage patient feedback.

Setting clear goals when providing feedback is paramount to aligning technology initiatives with organizational objectives. When offering feedback to my team, I ensure that the goals are not only specific but also tied to broader strategic objectives. This clarity helps in fostering a shared understanding of expectations, enabling individuals to see how their efforts contribute to the overall success of the organization. In the dynamic field of technology, aligning feedback with specific goals is instrumental in driving innovation, efficiency, and ultimately achieving the company's digital transformation objectives.

Setting clear goals and discussing the goals and outcome on a regular basis is a key. Any improvements needed in order to acheive the goals should be discussed in a positive way and documented .

Você deve procurar ter empatia em primeiro lugar, hoje vejo que muitos gestores não estão preparados para assumir essas posições e não tem controle emocional para fazer uma comunicação eficaz com sua equipe. E depois deve ter métricas , claras onde o gestor consegue acompanhar essa melhoria e o colaborador também, e o gestor atua como parceiro no dia a dia para alcançar o que foi proposto.

Reflecting on my journey to provide effective feedback, I've found self-evaluation crucial. After each feedback session, I ask for direct feedback from the recipient on clarity, relevance, and impact. I also review my objectives beforehand to ensure my feedback aligns with desired outcomes. Regularly reflecting on these sessions and seeking ways to improve based on feedback has been key. My advice? Continuously seek feedback on your feedback, and always align with clear objectives to enhance its effectiveness.

Enhancing your feedback technique indeed necessitates a dash of humility; for instance, after providing feedback to a colleague on their presentation skills using the SBI model, you might ask, "How did you find the feedback on your presentation? Was it clear and actionable for you?" This act of soliciting feedback on your feedback can uncover invaluable insights, revealing how your guidance could be more impactful. Such reflective practice doesn't just polish your feedback skills; it turns your advice into a catalyst for positive development. By embedding this cycle of continuous feedback and improvement into your interactions, you foster an environment where growth is not just encouraged but is part of the culture.

While giving feedback one thing that I believe should be considered is that the Feedback should always be constructive for the receivers which eventually help them achieve positive outcomes. In this perspective, I believe the SBI model has got much relevance as it focuses more on observable facts and outcomes. Feedback with practical demonstration of one's behaviour in a particular situation and their actions will certainly help him/her to understand things far better rather than just giving general feedback. People won't tend to relate themselves to the situation in the feedback with general and vague statements.

In my experience people may experience difficulties with the Impact component of the model, both when giving and when receiving feedback. When giving feedback, if by Impact we refer to the impact of the behaviour on others, the receiver may perceive themselves "cornered" and become less open to explore way of changing that behaviour. What I found works for both parties is when the giver of feedback strictly refers to the impact of the behaviour on him/herself by conveying the authentic emotion. For example: "You interrupted several times and spoke over others. I'm therefore concerned that ../ I'm sad that...".

Describe the context. Behaviour: Focus on specific actions, not personal attacks. Impact: Explain how the behaviour affects others.

Consider how well your feedback is received and whether it leads to positive outcomes. For instance, if colleagues frequently express gratitude for your constructive criticism and use it to improve their work, it suggests your feedback is effective. Similarly, observing changes in behavior or performance after providing feedback can indicate its impact. Additionally, seeking feedback from recipients to understand how they perceive your communication style and whether it's helpful can provide valuable insights. Remember to adapt your feedback approach based on individual preferences and cultural differences to ensure it resonates with diverse professionals worldwide environments.

Seeking feedback for the feedback you give others is incredibly important. In education, teachers are often observed by other teachers, administrators, and students. When you open communication about how you instruct, correct, and mentor others, you find ways improve upon what you’re already doing, or come to a new approach when needed. This is how we learn if our communication is efficient and clear.

Evaluating your feedback-giving skills involves a few practical steps. First, establish clear goals for each piece of feedback to ensure alignment with overall objectives. Second, request feedback from recipients on how your feedback was perceived and its usefulness. Third, observe changes in behavior or performance as a result of your feedback. Adjust your approach based on these insights to improve effectiveness. Remember, effective feedback is actionable, specific, and timely.

Explore the impact of your feedback on the recipient. Did they find it helpful? Did it inspire action or change? Understanding the outcomes of your feedback can help you refine your approach in the future. Ask for specific feedback on different aspects of your feedback process. For example, inquire about the clarity of your communication, the relevance of your observations, and the tone of your delivery.

First and foremost, the best kind of feedback is that which has been asked for and not just freely given. Getting feedback is essential to growth, but giving feedback is an art altogether. Feedback demands there be a receptive relationship with an open-door policy that recognizes the insight the other person may be able to provide, that takes trust. Remember there's a difference between "feedback" and "advice." Which one are being asked to give? Whether or not feedback is taken and acted upon is not guaranteed so it's important not to get so caught up in our "feedback" as to think our insight is Supreme. Stay open. Stay receptive. Stay grounded. And remember, "Be careful what you ask for because you just may get it."

Ask the recipient if your feedback was clear, actionable, and helpful. Consider involving a neutral observer for insights if you think that may be helpful.

To assess my ability to give effective feedback, I use reflective questioning. Questions like "Did my feedback provide clear action steps?" and "How did the recipient react to my feedback?" guide my evaluation. Tracking the outcomes of my feedback over time also offers insights into its impact. This reflective practice, coupled with continuous learning from each experience, has sharpened my feedback skills. Embrace reflective questioning as a tool for ongoing improvement in your feedback delivery.

Self-reflection and self-awareness are important tools to assess your own performance in almost any task or activity. If after giving feedback you feel anxious or feel that you didn't do a good job, there is a good possibility that you weren't as effective as possible. Try and identify what you think didn't go well, and if you can, discuss the shortcoming with the receiver of the feedback to understand if their perception matches yours. By identifying the problem areas you can address them.

Assess if your tone is encouraging, respectful, and balanced. Do you listen actively and avoid interrupting, is there anything else you can be doing to make sure the feedback is constructive and useful?

Refletir sobre seu modelo de feedback é como revisar um script antes de uma peça. Se, por exemplo, você costuma dar feedback geral, como "bom trabalho", pode refletir se isso é claro o suficiente. Ao invés disso, usando o modelo SBI, você diria algo como "Na última reunião, quando você liderou a apresentação (situação), a forma como você explicou os dados foi fácil de entender (comportamento), e isso ajudou todos a ficarem mais engajados e informados (impacto)". Isso torna o feedback mais específico e eficaz.

Did the recipient act on your feedback? Did it lead to improvement? Track progress over time and ensure you set goals/gates to make use of the feedback given.

One of the most effective ways of evaluating this I've is to look for a conversion rate: how often does feedback giving turn into a conversation in which the two explores ways of moving forward, accessing resources necessary for change etc?

Work on a solution to improve together. Set a plan and ensure there are some measurable components and a timeline. Depending on the severity of the problem, ensure there can be flexibility in the plan if other issues arise. Before starting the plan, ensure consequences for all outcomes- good or bad- are communicated and fully understood by all parties involved.

Feedback practises are often used to develop skills and achieve new goals. In my experience I have already gone through cycles of feedbacks to achieve goals that have been defined and measured over a long time.

It is common knowledge that many people struggle with giving feedback. It can be awkward & adversarial which triggers the fight-flight-freeze response. If we put ourselves in the GIFT mindset our brain will not register the situation as a threat. GIFT stands for "Good Intended Feedback underpinned by Trust." To transform feedback, making adjustments to your language can make a big difference e.g. "What you did well was…" & "It would have been even better if..." This is not a threatening conversation and can actually enhance trust. Similarly changing the phrase "I'd like to challenge what you just said" (confrontational, old-fashioned language that triggers negative emotions) to "Can I share an alternative perspective?” is a game changer.

Great input but I would also add to evaluate your ability to give effective feedback, actively seek diverse perspectives by requesting feedback on your feedback from various sources: peers, mentors, and recipients. Reflect on the specific impacts your feedback has had, noting changes in performance or attitude. Consider adapting a structured self-assessment tool that includes criteria like clarity, relevance, and constructiveness. Regularly compare your intended message with the perception and outcome it generated, adjusting your approach based on these insights.

Seek to improve your skills through training or mentorship. Alternatively, if you have a trusted colleague ask if you can practice some role play and get them to give you feedback on areas of improvement. The more feedback you give the better you will become at giving it, and as positive feedback is much easier to give than negative, start by regularly giving feedback to colleagues and team members for work that has been done well. This will give you the opportunity to hone your use of the SBI model and better prepare you for more difficult feedback sessions.

Reflect on any personal biases that might colour your feedback. Being aware of these and actively working to minimise their influence can make your feedback more objective and fair.

Just the word 'feedback' elicits fear in most of us. Try changing it up by asking for/giving 'advice' or an 'opinion' rather than using the word 'feedback'. This will put both the giver and the receiver at emotional ease and the gift of feedback accepted and even maybe acted upon. When giving a GIFT such as feedback, it needs to be Genuine, Invited, Focused on specific behaviour and Timely.