Crafting the Perfect Message: The Art of Effective Feedback

The “message” component of feedback refers to the content of the feedback itself. It is what the person giving the feedback actually says, and it can have a significant impact on how the feedback is received and acted upon.

Pay attention to the delivery.

The way in which feedback is delivered can greatly affect the message being conveyed. If feedback is given in a negative or critical manner, it can be demotivating and lead to feelings of defensiveness or resentment. Conversely, if feedback is delivered in a positive and constructive way, it can inspire growth and improvement.

Target behavior, not people.

One key element of delivering feedback effectively is to focus on the behavior, not the person. This means avoiding language that is accusatory or judgmental and instead focusing on specific actions or behaviors that can be improved upon. For example, rather than saying “You’re always lazy,” it’s more effective to say “I noticed that you missed your deadline. Is there anything I can do to help you meet future deadlines?”

Be specific.

Another important factor in delivering effective feedback is to provide specific examples and actionable suggestions. Instead of giving vague feedback like “Do better next time,” it’s more helpful to offer specific suggestions such as “Next time, try breaking the project into smaller tasks to make it more manageable.”

Case studies and statistics.

• A study by Zenger/Folkman found that the most effective feedback is specific and focused on behavior, rather than vague or general comments. In fact, the study found that 72% of employees surveyed thought their performance would improve if their managers provided corrective feedback that was specific and actionable.
• According to a survey by Harvard Business Review, 57% of employees preferred corrective feedback over positive feedback. However, the study also found that employees were more likely to accept and act on corrective feedback if it was delivered in a constructive and supportive manner.
• Another study by Leadership IQ found that employees who received feedback that was too vague or general were less likely to take action to improve their performance. Specifically, the study found that employees who received feedback that lacked specific details were only 34% likely to make improvements, compared to 72% of employees who received specific feedback.
• A survey by Globoforce found that employees who received regular feedback were more engaged and less likely to quit their jobs. Specifically, the survey found that 78% of employees who received weekly feedback felt motivated to do their best work, compared to only 43% of employees who received feedback once a year or less.
• According to a study by Bersin & Associates, organizations that have a “culture of feedback” are more likely to have high-performing employees and a strong overall business performance. The study found that these organizations are 1.9 times more likely to be agile and respond quickly to changing business conditions, and 1.4 times more likely to have engaged employees.

In order to deliver effective feedback, it’s important to take the time to understand the person receiving the feedback and tailor the message to their individual needs and preferences. By doing so, feedback can become a valuable tool for growth and improvement, rather than a source of frustration or resentment.