![\"Feedback](\"https:\/\/www.small-improvements.com\/wp-content\/uploads\/2017\/08\/IMG_5583.jpg\")
Nash and Winstone blame our fragile egos: \u201cWe all want to meet to our expectation of ourselves,\u201d they wrote, \u201cand so being critiqued \u2013 or even just the prospect of being critiqued \u2013 can present an enormous threat to our self-esteem and positive sense of identity.\u201d<\/p>\n
So how can we learn to quash that instinct to cower in the face of friendly feedback? It helps a lot if the incoming feedback is presented in a way that makes it easy to take in.<\/p>\n
How Small Improvements does ongoing feedback<\/h2>\n
I joined Small Improvements late last year as a product marketing manager. Ongoing feedback plays a prominent role in my day-to-day work environment, and my coworkers rarely shy away from suggesting how something can be improved. Or praising something they liked. But what has impressed me the most is the overall level of care that defines our feedback culture. This ranges from the discussions that shape my day-to-day work to the weekly 1:1 Meetings<\/a> I have with our CEO Per Fragemann.<\/p>\n Our head of brand and community Linda Jonas is particularly proficient at giving feedback. I remember a post I wrote early in my tenure on 1:1 Meetings. Part of what made the article perform was the guidance and feedback Linda offered from her then base in Sydney, Australia. She not only gave me suggestions on the overall tone and structure of the post but also took the time to identify areas where more clarity was needed.<\/p>\n So even when I woke up to see paragraphs of feedback awaiting me in our Slack conversations, I looked forward to it because it was helpful and immediately actionable. The post turned out to be one of the highest-performing ones we\u2019ve published.<\/p>\n Here\u2019s what I\u2019ve learned in the last six months about giving \u2013 and receiving \u2013 thoughtful feedback.<\/p>\n Linda lives and breathes HR and travels the world meeting with the best and brightest in the industry. She knows the trends and has exhibited a keen ability to predict what people will be talking about six months from now. So it would be foolish of me not to consider her input when I write.<\/p>\n Building on that notion, our product manager Jennifer Beecher finds it helpful to view feedback as an \u201coffer\u201d of help.<\/p>\n \u201cI always go in with the assumption that if you\u2019re an expert in your area, that means you have an expertise that I don\u2019t have,\u201d Jen said. \u201cSo I want to try and add on to what you know and expand that.\u201d<\/p>\n When faced with criticism our natural human inclination, according to Nash and Winstone, is to deflect its pain by finding flaws in the person giving the feedback. Assuming good intent is a key component to any healthy relationship, be it personal or professional. So curb the impulse to believe every piece of feedback has an ulterior motive behind it.<\/p>\n Easier said than done, right? Nash and Winstone believe this is because feedback touches upon our deepest insecurities and anxieties. When giving feedback I remind myself not to take it personally or assume that it\u2019s a critique of my overall performance. But I\u2019m not immune to feelings of self-doubt when it comes to my writing. So it helps when I\u2019m able to frame the feedback received as constructive (\u201cI think your piece can be improved by incorporating these elements\u201d), rather than critical (“I didn\u2019t like the blog post”).<\/p>\n For the feedback-giver, this means developing a neutral tone and delivering it in clear, concise terms. Some feedback discussions are no doubt difficult, but there is a way to offer an employee an honest assessment of their work while also providing them with areas for development. Pay close attention as well to body language and tone (something which Deloitte addresses in detail on their blog<\/a>). This should culminate with…<\/p>\n I\u2019m big on this. It\u2019s so much more helpful \u2013 and easier to absorb \u2013 if someone suggests \u201cWhy not use this other word instead?\u201d versus a vague statement like \u201cI don\u2019t like this.\u201d The more concrete and specific, the better. From the management perspective, telling an introverted employee to \u201cbe more extroverted\u201d borders on useless feedback. But suggesting a direct report put together a team outing or contribute one suggestion to a meeting because you value their strategic input are actionable tasks. The desired change is specific and can be measured, compared to a subjective analysis of someone\u2019s personality.<\/p>\nMy key takeaways<\/h2>\n
1. Utilize the expert<\/strong><\/h3>\n
2. Approach with and assume good intent<\/strong><\/h3>\n
3. Don\u2019t get defensive<\/strong><\/h3>\n
4. Giving actionable feedback<\/strong><\/h3>\n
5. Feedback at eye-level<\/strong><\/h3>\n