#64: The power of feedback
And how to make sure you deliver it the right way
Hey friends,
Welcome to the 64th edition of the “Level Up Ladder” newsletter.
After 2 weeks in Maastricht, we spent a couple of days in Delft, visiting our friends and on Monday night we were back in Bucharest. I slept in my bed after 3 weeks so it was a nice feeling.
And I slept a lot in the following days, recovering from the intense period at school. Now, summer is here, and aside from work and the 5 individual projects I need to hand in until September, it should be a good time to relax and reflect.
Especially concerning this newsletter, I have to think about how I can make it even more valuable for you.
PS: If you have any ideas about topics you would want to read more about, I’m just one reply away :)
The Power of Feedback
As I received some constructive feedback this week, it left me pondering how important feedback is to your career.
On one hand, receiving good feedback can be deeply helpful. Most of us have “tunnel vision,” and we don’t see most of the things we could do better.
Positive feedback is more than a motivator for performance. It’s a way to
enhance learning
increase engagement
create psychological safety
On the other hand, if the person who gives you feedback doesn’t do it the right way, it could demoralise you.
It will also:
create uncertainty
stagnate development
decrease team dynamics
37% of managers feel uncomfortable when they have to provide any kind of feedback to their team members.
As leaders, providing feedback is more than a task we need to fulfil; it’s our responsibility.
Why? Because I always say that one of the main features of a good leader is to grow the people in the team. And the surest way to do it is through feedback.
Wrong ways of delivering feedback:
Vague or non-specific”: general statements like "You did a bad job" or "This is great" without specific examples.
Personal attacks: criticizing the person rather than the behavior or the work. E.g., "You're lazy" instead of "This task was not completed on time."
Unbalanced: focusing only on negative aspects without acknowledging any positives, which can demotivate and discourage.
Untimely: given too late after the event, when the context is no longer relevant, or too early before the person has had a chance to reflect on their performance.
Non-constructive: failing to provide guidance or suggestions on how to improve. E.g., "This is wrong" without explaining how to correct it.
Overly critical or harsh: delivered in a way that is harsh, accusatory, or demoralising, which can lead to defensiveness or resentment.
Inconsistent: feedback that varies from one instance to another without clear reasons creates confusion about expectations and standards.
I’ve seen all of these in action. But the “personal attack” one is by far the worst. And I know I’ve also done it a few times over the years.
Always remember this: the situation doesn’t define the person.
If someone makes a mistake, give feedback on that mistake. Don’t talk about the person making the mistake.
How you should deliver feedback.
Of course, most of the recommendations for delivering feedback come from doing the opposite of the ones above.
But let’s be a bit more clear on that.
Specific and clear: provide detailed examples and focus on particular aspects. E.g., "In your report, the data analysis section was very thorough, but the conclusion needs more clarity."
Clear Is Kind. Unclear Is Unkind.
Brene Brown
Behavior-focused: concentrate on actions and behaviors rather than personal traits. E.g., "You interrupted the meeting several times, which disrupted the flow of discussion."
Balanced: include both positive feedback and areas for improvement. E.g., "Your presentation was very engaging, and it would be even better if you included more data to support your points."
Timely: give feedback as soon as possible after the event while it is still fresh in the person's mind.
Constructive: offer suggestions and guidance on how to improve. E.g., "Next time, try organizing your points with bullet points for clarity."
Deliver with empathy: communicate in a respectful and considerate manner. E.g., "I understand this was a challenging task, and I appreciate your effort. Here's how you can make it even better..."
Consistent: maintain consistent standards and expectations in feedback, which helps build trust and understanding.
Face-to-face: provide feedback face to face, especially when you want to give negative feedback, you should not do it with other people present.
Overall, treat feedback like an opportunity to resolve a challenge together with your team members. Not as an opportunity to show your team that you’re the boss and you know how things should be done.
Another important aspect about feedback is that you should track the progress for improvement. Giving feedback with no follow-up is not valuable. Make sure the other person has specific actions they need to take to be better and that they take these actions.
I’m curious: do you follow these “rules” when you provide feedback?
Do you have any other suggestions? Reply to this email.
Recommendations
This LinkedIn post about 10 habits that can turn your life around
I adhere to most things on this list, and they work for me.
Why you will fail to have a great career
Even if it sounds depressing, Larry Smith can give you some useful tips to have a great career.
Tour de France: Unchained
We are almost one week into the Tour de France, and for me, it’s the most exciting competition out there. If you want to find out more about what is probably the most brutal sport in terms of endurance, check out the “Tour de France: Unchained” documentary on Netflix (you’ll love it if you liked “Drive to Survive”)
Thank you for reading, and let me know if you liked something in particular in this newsletter.
I hope you have a great weekend!
Leo
P.S.: If you want to read my content daily, don’t forget to follow me on Linkedin.
P.S. 2: If you want to take your productivity to the next level, check out my extensive Productivity course that can accelerate your career.