Why are 30/30s the best way to discuss feedback?
Most people dread feedback sessions with their manager.
Employees stress about getting negative feedback. Managers are anxious about reactions to giving feedback. Feedback conversations don’t have to be so painful!
But even when the feedback is generally positive, these discussions aren’t always the valuable, insightful sessions that they could be.
A recent Gallup study found that only 16% of employees said their last feedback conversation with their manager was meaningful. That means the less satisfied 84% isn’t getting what they need from their manager.
One way to improve these conversations is to make them intentional and structured. Prepare for them as you would for any other important meeting.
I’ve found the 30/30 approach to be one of the most effective ways to structure a feedback conversation.
What is it?
30/30 stands for 30 minutes every 30 days, dedicated to discussing feedback.
The manager brings:
- 3 things their employee is doing well & should continue
- 3 areas for growth & development
And the employee brings the same for their manager.
That’s it. That’s the structure.
It’s intentionally simple, brief, and very focused. This is not intended to be a full year-end performance review. This is a way to keep a space for a consistent dialogue.
Why is this the best way to discuss feedback?
There are a few reasons that this structure is so effective.
Simplicity
It’s easy to understand, it’s easy to remember, it’s easy to get started. Don’t overcomplicate it. If it’s too difficult, it’ll just give you an excuse not to do it.
Symmetry
It’s a balanced approach. The positive & reinforcing feedback is balanced with constructive & developmental feedback. It’s also bi-directional, so the feedback conversation goes both ways.
Reflective
By looking back on the previous 30 days, you’re taking a broad view across multiple activities. You’re not allowing so much time to pass that the feedback gets stale. But you are allowing enough time to put it into context and see some outcomes.
FAQs
Even though the 30/30 structure is very simple, I often get a lot of questions when I introduce it. So I’ll proactively dig in to the most commonly asked questions. Let’s address any skepticism head-on!
Does it have to be 3 pieces of feedback?
Bringing only one piece of feedback is less effort and preparation. More than 3 would be overwhelming to hear, and too much to cover in 30 minutes. The sweet spot is 2–3. If you really want to focus and dive deep, you can do fewer than 3. Just make sure it’s not because you haven’t spent the effort to think of more! And no matter what number you choose, make sure that the number of positive and developmental feedback items are equal.
Why do the positive and developmental items need to be balanced?
You want to be cognizant of the tone of the conversation. Unless you are dealing with a very low performer, you should have both praise and growth suggestions for your employees. And often in feedback conversations, the positive feedback is what gets minimized, skipped over, or generalized. Your employees need to hear specifics about their performance on both sides.
What kind of feedback should my employee bring for me?
The goal here is not for your employee to critique your working style. Their feedback to you should be focused on the things you’re doing well as their manager and the areas where they need more for you as their manager. So it’s not, “You say the word ‘um’ a lot in your presentations.” It should be: “It’s been helpful for me when you’ve drawn out visual examples for me” or “I’d like for you to give me an opportunity to take more of a lead role on the next project.”
What if I don’t have any feedback for my employee?
Then think harder! Not all feedback has to be earth-shattering. It could be as simple as, “I really appreciate the positive attitude you’ve been bringing to our staff meetings.” Make sure that you’re close enough to their work that you have insights. Imagine how disappointing it would be for an employee to hear that their manager has absolutely no thoughts on their performance. Set aside time to sit down and reflect on what you’ve seen and what you would like to see. As a manager, that’s your job.
What if my employee doesn’t have any feedback for me?
I go a little easier on the employee, because unlike managers, providing feedback isn’t actually their job. And employees typically spend more time thinking about themselves rather than about their managers. First, make sure you’ve created a psychologically safe environment where they aren’t afraid to give you feedback. It can help to ask questions about specific areas where you’d like to hear their thoughts. For example, I’ve asked my team to fill out this Team Leader Assessment to generate discussion. And if they don’t have a lot of feedback for you, that’s fine. The important thing is to always keep that platform open for them.
What if my employee doesn’t have any development areas?
If your employee has absolutely no areas where they can improve or grow, then they should have your job. Or be CEO. Every one of us has something we can do to grow, develop, get to the next level. “Developmental feedback” doesn’t have to mean criticism; it can mean opportunity. If you’re stumped, review your performance expectations for both the employee’s current level and the level they hope to be promoted to for ideas of where they can grow.
What if I have a low performer?
If an employee is truly a low performer and really struggling, you should handle the situation differently. Low performers need additional detailed feedback and more monitoring. This approach is meant for the vast majority of other employees on your team. Having regular feedback sessions can help to address low performance sooner. Keep an eye out for trends and whether they’re improving on the constructive feedback you give.
Do 30/30s replace real-time feedback?
No! You should always call things out immediately when you see them, good or bad. The goal of 30/30s is not to hold on to feedback until the session occurs. However, real-time feedback is often more tactical: “Great presentation” or “You need to add more data points here.” Feedback in 30/30s can build upon the real-time feedback, but it should be more broad and reflective: “I’d like to see you be more proactive in addressing risks” or “Over the past few months, you’ve really improved your relationships with your stakeholders.”
Isn’t 30 days too often?
Developing a feedback habit isn’t easy, and having a regularly recurring session will help you and your employees to build the muscle. But if you already have a feedback habit, or if the pace of your work is better suited to a different frequency, it’s okay to adjust. Adapt to what works best for you and your team. However, I recommend no longer than 90 days between sessions. Schedule a recurring calendar invite to keep yourself honest.
Conclusion
Give 30/30s a try! It might feel a little awkward at first. Trying something new always takes some time to get used to. The important thing is to commit to regularly giving bi-directional feedback.
Just remember: The goal is to keep your team engaged, motivated, and growing. And isn’t it worth trying a new approach to get there?
