When I reflect on my career, most of the best moments are tied to a feeling of accomplishment:<\/p>\n
Each represented a meaningful step forward professionally and were usually accompanied by some positive recognition. They also left me motivated to do more.\u00a0<\/span><\/p>\n <\/p>\n On the flip side, almost all of my worst moments have been tied to receiving some sort of negative feedback. Now I know what you\u2019re thinking: I must be pretty sensitive to criticism. Perhaps there\u2019s some truth to that, but I think it has more to do with how we typically approach feedback.\u00a0<\/span><\/p>\n Chances are when you hear the word feedback, you think of a negative experience. When someone says, \u201cHey, can I give you some feedback?\u201d it\u2019s rarely an exchange that leaves you feeling positive and motivated. <\/span><\/p>\n Feedback has become synonymous with criticism. When we offer others feedback, it\u2019s usually a list of failures or flaws in their past performance. Being criticized never results in positive emotions. And since there\u2019s nothing we can do to change our past performance, the experience often creates frustration as well.<\/span><\/p>\n Learning requires feedback (both positive and negative). Without it, we don\u2019t know what we are doing well, where we need improvement or how to improve. But, the negative emotions triggered in the process often get in the way. <\/span><\/p>\n There is a better way. <\/span><\/p>\n It\u2019s called \u201cfeedforward.\u201d The concept was originally created by executive coaching guru, Marshall Goldsmith<\/span><\/a>. In essence, it shifts the focus of feedback from criticism of past performance to suggestions for future improvement. That may not sound like a big difference, but it feels completely different to the person on the receiving end.<\/span><\/p>\nThe basics of giving feedforward<\/h2>\n