Giving Feedback

A guide on how to give feedback effectively through preparation, execution, and follow-up. Access Github Repo.
incidents; meetings; interaction;
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Before

  • Prepare feedback by answering their questions
  • Explore other possible situations beyond the ones asked
  • Make sure to evaluate strengths , weaknesses , and gray areas
  • Write down bullet points of what you wish to say
  • Organize feedback structure : how to begin, develop, and end
    • Elaborate how this information will be easier to process, and then build a cohesive, empathetic, and logical timeline for your feedback.
  • Check for possible partial opinions , the unseen, or biases you may have
    • If you are giving feedback to someone who is part of a marginalized group, think about if you would feel the same way if it was a white cisgender, middle-class man. Is it still valid and applicable?
  • Review to make sure it's actionable and achievable
  • Optional: book a private place to discuss sensitive topics
  • Optional: bring studies and data if you want to prove a strong statement

During

  • Define which is the best language to communicate invitingly with this person
    • Adapt your language to fit their context. Be clear and direct , but not rude.
  • Use work-appropriated reasoning for your feedback
    • Explain why and how that is affecting the workplace.
  • Give examples to contextualize what you mean
    • Examples help ground us and contextualize the problems in time and space, instead of just being a hypothetical situation discussion.
  • Mind your tone and body language
    • Think about the whole communication aspects and experience. Depending on how you phrase something, people will interpret the same information in very different ways.
  • Focus on how you feel and speak about your own experience
    • Don't assume everyone looks at the same situation as you do. This way, you don’t annulate other life experiences, and you don’t sound arrogant.
  • Show empathy and share similar situations you've been through in the past

After

  • Make yourself available to help
  • Offer possible ways to tackle the situation
  • Control your expectations of how others will react or apply your feedback
    • You did your job, which was to make them aware. Now it’s on their hands, let go from pressuring them into submission or the need to be proven right.
  • Optional: if they look for your guidance, make sure to follow-up on their development

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