Q #151: What is “win-win feedback” and how best to provide it?

In this series, Bob Morris poses a key question and then responds to it with material from one or more of the business books he has reviewed for Amazon and Borders.

Presumably supervisors have specific expectations re the performance of each person for whom they are responsible. And presumably each of those persons also has expectations that include but are not limited to performance in their current situation. In my opinion, here are the key points to keep in mind:

1. Ken Blanchard characterizes feedback as being “the breakfast food of champions” and I agree. It should always be honest and based on fact, not opinion, offered as praise that is deserved or criticism that is constructive. It should also be conveyed within a continuous, two-way flow of information. Feedback is “win-win” when it is of substantial benefit both to the provider and the recipient.

2. That said, it is essential to exchange Indeed, between and among individuals, indeed throughout an entire organization, trust is the “glue” that sustains relationships. Without mutual trust and respect, communication is (at best) minimal and tentative. Feedback is “win-win” when provider and the recipient trust and respect each other, even when – and especially when — if they do not agree.

3. In fact, feedback can be “win-win-win”: of substantial to the provider, to the recipient, and to the organization of which they are a part. That is the assumption of 360º feedback programs: supervisors and their direct-reports evaluate each other to determine which attitude and behavior adjustments are needed to improve performance of both individuals and of groups. Leaders whom Jean Lipman-Blumen characterizes as “toxic” discourage and even punish dissent whereas the most effective leaders welcome it.

Recommended Readings:

Transparency: How Leaders Create a Culture of Candor
Warren Bennis, Daniel Goleman, James O’Toole, and Patricia Ward Biederman

The Allure of Toxic Leaders: Why We Follow Destructive Bosses and Corrupt Politicians–and How We Can Survive Them
Jean Lipman-Blumen

Crucial Conversations: Tools for Talking When Stakes are High
Kerry Patterson, Joseph Grenny, Ron McMillan, and Al Switzler

For contrarian, counterintuitive opinions about feedback check out:

Management Rewired: Why Feedback Doesn’t Work and Other Surprising Lessons from the Latest Brain Science
Charles S. Jacobs

Comments, questions, requests, or suggestions? Please share them. They will be most welcome and I thank you for them. Best regards, Bob