Jarlath Duffy - Change from Within

• Feedback should always be positive and supportive.
• Start and end the meeting with positive feedback on achievements
• Do your homework in advance. Don't try to wing it.
• Consider the needs of the person receiving the feedback
• Feedback is non-judgemental; give clear information to the other person.
• Use your own thoughts, feelings and opinions by making 'I' statements (rather than 'you' statements).
• You speak directly to the other person (rather than talking about them to others).
• You comment on the behaviour, not the person.
• You are specific in your comments.
• Reinforce the message you are delivering about performance by highlighting the positive or negative impact of their actions on the outcome or on other people e.g. staff or clients. For example, "When you worked late to process those extra claims, it meant that the two clients got their issues addressed before the Bank Holiday."
• Feedback should be timely. In general, feedback on performance is most useful at the earliest opportunity. Storing it up for meetings three months later is less effective, even when the message is very positive
• You may suggest constructive ways of improving behaviour/ performance.
• Feedback should be balanced - focusing on both achievements and areas for improvement. The balance does not have to be 50-50 but 85-15 is out of balance
• When specific feedback is delivered, summarise and check to ensure it has been clearly understood and give the person the opportunity to respond

Receiving Feedback

When you are receiving feedback from others, whether criticism or praise, do not let your feelings get in the way of using the important information which is being offered.

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