Providing feedback
Working in a team made me notice some flaws that we can improve on. That is:
Provide constructive feedback – one where the person can take away and know exactly how to improve. And not just ‘what you think’.
I realise we jump into conclusions very quickly when evaluating someone else’s work/presentation/idea. This happens even more when people are placed in positions where they think they know better or have more experience.
Or maybe not at all..
Maybe we, humans, are just engineered in a way to respond. Like our ‘fight or flight’ biological response.
We’re so quick to react and respond to everything we see. Not to mention the digital revolution speeding it all up, leaving us more impatient than ever.
So much so we seldom give the person presenting the work their deserved time and respect with our full presence. Full presence I mean our 100% attention – without any subconscious bias in our heads (Eg, Omg what is this? Can’t believe what I’m seeing?)
I know it’s hard to stop that. I have troubles too. Because we have to start thinking, analysing and connecting the dots in our head before we can provide any feedback after. And we probably can’t help these subconscious bias. They’re so subtle and quick we won’t even notice, cause it will be feedback time.
When that happens, feedback is then given alongside these subconscious bias.
If you notice, it ends up with ‘I don’t think this is a good idea’, ‘This wouldn’t work’, ‘This is not what we’re looking for’.
But if you think about it, these are not ‘feedback’. These are ‘what you think’.
Now you see the issue?
Feedback to most of us is about asking us ‘what we think’. And so, we tend to take it literally and voice our own opinions.
However, we forget to take a step back and think about the value of a feedback.
Feedback is usually asked to allow someone to improve and make his/her work better.
Yet, it turns out the feedback we end up giving become opinions/criticisms/thoughts, that aren’t tangible. It doesn’t allow the person to have a clear direction in going back to improve the work. It leaves them questioning, trying to connect the dots and understand what he/she is really trying to say. This becomes a tough situation, especially in Asia, where one seldom question the superior. They rather keep silent.
And so, it becomes a ‘mind game’.
Most people don’t like to go through the hassle of ‘reading minds’. Even if they do, there’s a likelihood it may go wrong. Which is why you see them coming back with the work still off brief. And that just adds on to the subconscious bias you already had in your head, which probably further proves your point (they call this the ‘self-fulfilling prophecy').
So I think rather than thinking about feedback as ‘what I think’. It should be ‘what can I say to help this person improve the work’.
That benefits the person and in turn, your team in delivering what’s being asked for (with less likelihood of getting it wrong the next time).
And it’s gonna be hard – knowing what to give as constructive feedback.
Because that takes more time, more effort, more experience and knowledge of you to do that.
In order to give constructive feedback, you probably need to know where you’re heading next or have a very clear picture of what’s needed, to guide them in the right direction, without telling them exactly to do, so they can grow.
Hence, it’s gonna take practice. Lots and lots of practice. To get it right.
But it’s never too late to start now.
Start thinking ‘how can I improve this?’ when the person is presenting his/her work.
With this, no matter how shit the work/an idea can be, you are more likely to find ways to make it better, rather than killing it in a second (which probably starts in your head).
