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Hi.
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I got started and became interested in feedback when we decided to review our performance reviews at work.
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I started reading about different aspects of feedback as a result.
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I am not going to talk about performance reviews today; instead, I will focus on feedback.
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Feedback is something we encounter every day, whether at work or in our daily lives. For example, when you pair program with someone, providing them feedback is essential.
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If you're on technical support, think about how often you encounter reminders like 'Did you try turning it off and on again?' This is often the extent of guidance given.
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While researching, I came across a book with an insightful definition of feedback that is pertinent to developers. It relates to the field of cybernetics, which emphasizes the concept of a closed-loop system: you perform an action, receive input, and then obtain feedback.
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When discussing feedback, we can broadly consider three categories: feedback as a means of coaching, feedback within performance reviews, and everyday feedback. Feedback is typically casual and frequent, aimed at reinforcing or altering behavior.
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Coaching, on the other hand, is designed to improve skills and is usually more formal, often implemented by a trainer or instructor. Finally, performance reviews are structured evaluations of past work conducted by supervisors and are more infrequent.
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For the purpose of this talk, I will focus primarily on everyday feedback, leaving coaching and performance reviews aside for now.
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In this session, we will explore several aspects of feedback: why it should be given, what makes it effective, how to manage your fears around giving feedback, and identifying appropriate contexts for feedback.
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We will also discuss how to run formal feedback sessions and address how to receive feedback, handle difficult situations, and touch upon retrospective meetings and pull requests.
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Often, when we think about feedback, our focus is on corrective feedback. However, it is equally important to provide positive feedback that reinforces good work patterns. Offering constructive feedback, when necessary, is vital for maintaining a creative and productive work environment.
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When done right, feedback should not threaten or damage relationships with co-workers. By providing feedback, you demonstrate attentiveness to others' work, show appreciation for their efforts, and redirect unproductive behavior towards more favorable alternatives.
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Feedback can also motivate others and inspire them to reach higher levels of performance, while fostering open communication and improving teamwork.
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It's essential to remember that delivering feedback is not solely the responsibility of managers or team leaders; anyone should feel empowered to give and receive feedback.
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To ensure that feedback is effective, it should be timely and presented in an appropriate context. Frequent, contextual feedback is far more beneficial than annual evaluations.
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Feedback should be constructive, aim to achieve specific outcomes, respect the recipient, and promote two-way communication. It's important to deliver feedback as a point of view rather than an absolute truth, and to create open opportunities for follow-up.
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In summary, good feedback is clear, specific, timely, non-judgmental, and focused on behavior rather than personality traits.
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Even when we recognize the value of feedback, we may still feel hesitant to provide it. This reluctance can stem from fears of damaging relationships or concerns over how the feedback will be received.
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Experiences with unproductive feedback conversations can make us apprehensive. However, fear of giving feedback can create a worse scenario by fostering an unproductive environment.
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Giving feedback, especially when it feels daunting, is essential—it offers an opportunity to share observations that drive meaningful changes within our workplaces.
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It's crucial to avoid putting colleagues in a vacuum by withholding feedback. Regular, both positive and corrective, feedback reduces the overall impact of any single piece of feedback, making it easier for both sides to engage.
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Feedback should be a continuous process, not just something reserved for performance reviews. There are appropriate and inappropriate times to give feedback.
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We should provide feedback when someone does something well, when there's a chance of improving performance, when feedback is expected, and when issues cannot be overlooked.
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Conversely, there are moments when offering feedback is unwise, such as when you lack all necessary information, when the feedback pertains to something uncontrollable by the recipient, or when they are in an emotional state.
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It's also inappropriate to give feedback when you don't have the time or patience for a calm discussion. For example, don't provide feedback based on personal preferences or feelings, which isn't relevant to effective behavior.
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Positive feedback should be given immediately after positive actions take place, while corrective feedback should occur privately and soon after an incident.
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Delivering feedback promptly improves communication and allows for a clearer understanding of what happened.
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The feedback process should focus on future improvements instead of dwelling too much on the past. When we do need to talk about corrective feedback in formal sessions, a structured approach can enhance clarity and outcomes.
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Allowing time for advanced notice before a feedback discussion can set the recipient up for a more engaging and productive conversation. Clearly outline expectations ahead of time.
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During feedback sessions, create an atmosphere devoid of distractions, adapt your communication style to fit the recipient, and maintain confidence without condescension.
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Be sensitive to factors such as gender, race, age, and cultural differences as they can significantly impact how feedback is perceived and received.
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When writing feedback, focus on one or two key points, which allows for more digestible and actionable insights.
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You might need to pause feedback conversations and revisit them later when the recipient is more relaxed and prepared to engage.
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Retrospective sessions are an excellent opportunity for feedback. Retrospectives allow teams to reflect on what went well and what could be improved.
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After completing a training session, we received feedback that though the material was great, it was a bit slow, and that stronger examples were needed. The changes we implemented in response to that feedback received positive reactions at the next retrospective.
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Regular feedback in code reviews, such as during pull requests, can also enhance collaboration and product quality as well. A respectful environment encourages constructive discussions.
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In this kind of feedback culture, it's vital to communicate that feedback is an ongoing process aimed at the continuous improvement of the whole organization, rather than just individual assessments.
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In conclusion, it is essential to praise effort and not just ability when giving feedback and to empower everyone, not just leaders.
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An environment that encourages collective problem-solving without dwelling on what's wrong contributes positively to team dynamics and outcomes.
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To summarize, I encourage you to remember that the most effective feedback is clear, specific, timely, non-judgmental, and focused solely on behavior rather than personality traits.
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As a personal note, I've been asked to share a picture of my cat, Ginger Ninja, so here is my cat.
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Thank you very much for being here today. I would love to hear your feedback about my talk!
