One Minute Manager
by Ken Blanchard
Feedback is a valuable gift,
but unless it is delivered properly,
it may not be appreciated.
Delivering Feedback
Feedback on performance is essential for improving performance. The way
feedback is delivered, however, can have a tremendous effect on its receptivity.
Here are some thoughts on giving and receiving feedback that might be helpful
to you.
n Be more concerned about the receiver than yourself. It is important to
position your feedback in a way that the other person's "OKness"
is not up for grabs. In The One Minute Manager, when Spencer Johnson and
I describe the One Minute Reprimand, we suggest you always end a reprimand
with a reaffirmation.
Remember that people are OK; it's just their behavior that is sometimes
a problem. Without a reaffirmation in a reprimand, people will focus on
your style rather than on their own behavior.
The same is true with any type of feedback. When a person has solicited
feedback, you need to focus first on maintaining his or her self-esteem
and then on your feedback. That does not mean you aren't honest. Your tone,
however, needs to communicate that you have the person's best interests
at heart.
n Be timely and specific. Feedback is only helpful to people if they receive
it in a timely manner-that is, when they can use it. You also need to be
specific because feedback doesn't help unless it is direct and to the point.
n Direct feedback toward something that is changeable. Make sure feedback
is directed to something that can be changed by the person. Feedback that
people can't do anything about is not only pointless but also frustrating.
n Be nonevaluative. If you can give feedback in a nonjudgmental way, it
makes it easier to hear. For example, if you tell somebody, "If you
don't do this, you will never accomplish your goal," you are making
a judgment. If you can say, "Here are some suggestions. Please use
the ones that are most helpful," the message is not as judgmental.
While a sense of judgment should be monitored on feedback, it is OK to share
your feelings, e.g., "It excited me when I read . . ." "I
was disappointed when I heard . . ." or "I became confused when
the following happened . . ." Feelings are valuable; they are neither
right nor wrong.
What's the best way to receive feedback? It's important to separate hearing
the feedback from the decision to do anything about it. When I get feedback,
my first effort is to hear it and take it in. Once I understand what is
being said, I can then decide whether I want to do anything about it.
The reason a lot of people get defensive with feedback is they don't distinguish
feedback from action. While they listen to the feedback, they react to the
demand for action that your feedback implies.
For example, I was walking through a shopping mall behind a woman and her
son. When we passed a sporting goods store with a beautiful red bike in
front, the youngster said, "Boy, would I like that!"
His mother immediately went berserk. She started yelling at him: "You're
the most selfish kid I have ever known! I just got you a new bike for Christmas,
and now it's only March and you want another one. I wouldn't get you a new
bike if my life depended on it!"
Her son was looking for a place to hide. I felt sad for the woman because
if she had known the difference between hearing feedback and deciding if
you will do anything about it, she could have listened to her son and received
some good ideas for his birthday.
If she had said, "What in particular do you like about that bike?"
her son might have said, "The streamers coming out of the handlebars."
That would have been an inexpensive gift. He might have said he "liked
the bigger seat than the one he had." Another good gift idea. She could
have gotten wonderful information from her son if she had only realized
that what he said was not a demand for action but rather information that
she could use, if she chose to.
One final thought. When you do get overly negative feedback, rise above
the tone and style of presentation, and recognize that your OKness is not
up for grabs. This will help you gather some helpful information from the
feedback, even though your initial reaction might be defensive and make
you lose interest in the feedback. It is hard for all of us to do this,
but remember that feedback is a gift-always welcome it!
About the author . . .
Ken Blanchard is co-author of the best-selling One Minute Manager
series of books. He has written and co-authored 11 other books. His latest
book is Everyone's a Coach, co-authored with Don Shula.
© 1996 by Blanchard Management Report, Blanchard Training and Development
Inc., Attn.: Bob Nelson, Publisher, 125 State Place, Escondido, CA 92029.
Past articles, interviews and subscriptions are available. Telephone (800)
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