Feedback: The Key to a Top Performing Team

From when we were kids, we’ve always received feedback from those around us. Whether it was from our parents, teachers, friends, or even random strangers, we’ve been given feedback on the way we behave, the things we say, and even the way we dress.

When done constructively, feedback serves as a mechanism to help us improve ourselves. It is, in essence, based on the perceptions and experiences that others have of us. Even if we believe our actions are appropriate in each situation, others may think otherwise and hold contrasting views.

For instance, think about a time when you made a joke during a social gathering, intending it to lighten the mood. However, instead of the laughter you expect, you notice awkward glances and a few hesitant smiles in the group. Later on, you receive feedback that some people felt uncomfortable with the joke’s subject matter.

In such instances, receiving feedback offers valuable insights and an alternate perspective, preventing us from being confined to only our own viewpoints. It opens the door to a broader understanding of the situation, allowing us to consider factors that we may have overlooked. When we embrace feedback, we acknowledge that our perception is just one piece of the entire puzzle. We admit that our vision of reality may not align with others,’ and that inherent biases and blind spots can cloud our judgment. Being able to recognize and act on this empowers us to foster greater self-awareness and facilitate personal growth. Besides this, embracing feedback strengthens our connections with others, as it demonstrates an appreciation for their perspectives and a willingness to learn from them.

Why is Feedback So Critical?

At work, it’s no different – feedback is crucial for our individual development. It allows us to identify our strengths and weaknesses so that we can pinpoint areas of development to progress. It also clarifies expectations, so that employees understand what is expected of them in their roles, ensuring alignment between individual and organizational objectives. Moreover, positive feedback boosts morale and motivation, while constructive feedback provides the opportunity to correct mistakes and mitigate potential pitfalls.

In teams, a culture of feedback creates a collaborative environment where trust and mutual respect flourish. When members actively seek and provide each other with feedback, they can continuously address challenges more efficiently, capitalize on each other’s strengths, learn from failure, and improve their performance. Additionally, a workplace rich in feedback culture provides countless opportunities for innovation and creativity, as it inspires the sharing of ideas without fear of judgment or failure.

When receiving feedback, there are generally two aspects to consider: what we say and what we do. While it’s easy to express appreciation when receiving positive feedback, doing the same for constructive feedback requires a more delicate approach. Consider it as such: when receiving criticism, do you immediately respond with a bucket of water to diffuse the situation, or a bucket of gasoline to make things worse?

Understandably, our natural defensiveness can get in the way of our ability to accept criticism. Similar to pouring gasoline on the fire, our instinctive reaction is to respond with anger or denial. However, it’s important to be self-aware and recognize that it’s difficult to identify flaws in ourselves. Rather than getting upset and reacting defensively, take a moment to digest the feedback first. By pausing and reminding ourselves of the need to be self-aware, we stand a better chance of overcoming our defensiveness to embrace feedback as an opportunity for growth.

So even if it is difficult to hear, express gratitude to the person giving the feedback, beginning with a simple ‘thank you.’ Responding with appreciation acts like a bucket of water to diffuse potential conflicts and create an environment where others are encouraged to provide feedback, even if it’s not favorable. Reacting the opposite way – that is, defensively – shuts the other person down and closes off future opportunities for feedback.

Once we understand how others perceive us – and whether it aligns with the image we want to project – we can develop a plan to adjust our behavior accordingly. This proactive approach enables us to continually improve and avoid potential misunderstandings or negative perceptions in the future.

The SBI and SBIAB/AI Feedback Template

To ensure that you’re providing feedback effectively, structure it based on the following templates: The SBI template for positive feedback, and the SBIAA and SBIAB/AI templates for constructive feedback. The templates are organized based on the following steps:

SBI Template (Situation – Behavior – Impact)

 

1. Situation: Outline the situation that you’re giving feedback about. Describe the context – when and where did you observe the situation? Include information like what, when, and who, e.g. ‘During Project X last month….’
2. Behavior: Provide a specific behavior that you want to address. Communicate the behavior that you – and you alone – have observed directly. Avoid using hearsay or others’ opinions, as the feedback should reflect your own perception, e.g. ‘I noticed that you did very well in coordinating the efforts of various teams to ensure alignment and effective communication.’
3. Impact: Use subjective statements to describe how the person’s behavior has impacted you, the team, or the organization. Use ‘I’ or ‘We’ to make the point, e.g. ‘Because of this, we were all clear on our roles and expectations. As a result of your efforts, we managed to complete the project ahead of schedule.’

 

SBIAB/AI Templates (Situation – Behavior – Impact – Alternative Behavior/Alternative Impact)

Like the SBI model, this template consists of the same first 3 steps, but is often used when delivering constructive feedback as it includes an additional step:

 

1. Situation: For example: ‘In Project X, we had a tight deadline and faced the following issues….’
2. Behavior: ‘I noticed that you weren’t able to meet the deadlines on the individual tasks assigned to you.’
3. Impact: ‘As a result, we fell behind schedule and missed the deadline, resulting in the client expressing dissatisfaction with our service.’

Alternative Behavior/Alternative Impact:

In this step, present an alternative scenario to show how the situation could have unfolded differently if the feedback recipient had exhibited different behaviors or actions, e.g. ‘If you had communicated your challenges to us in advance, we could’ve addressed it together to see how we could’ve supported you. This would have allowed us to resolve issues on time so that we could meet the project deadline.’

No matter which template you decide to use for your feedback sessions, always remember to script out what you plan to say, especially when it comes to giving constructive feedback. Take the time to write out your thoughts to ensure that your feedback remains focused only on the specific situation in context, and not driven by any emotional biases or personal motives. Once you’re satisfied that the feedback is as objective as possible, make sure to practice, practice, practice! Consider role-playing with a trusted advisor or mentor to anticipate different reactions and gather insights on how you can improve your feedback delivery.

By using these tips along with the SBI and SBIAB/AB templates, you’re able to frame feedback in a way that is simple, clear, and focused on the exact information you want to provide. It guarantees that the conversation stays on track and avoids becoming a personal attack or hearsay. This approach focuses on the main objective of giving feedback, which is to align expectations regarding work performance and behavior and maintain employee motivation.

 

Creating a Culture of Feedback

Creating a culture of feedback begins with leadership, though not necessarily the traditional kind you may be thinking of. Whether you’re a senior leader, a frontline worker, or even an individual contributor, creating this culture begins with you as an individual. By taking the initiative to actively ask for feedback, you take on a leadership role in your own professional growth and set an example for others as well.

Make it a habit to frequently solicit feedback and demonstrate the humility and curiosity to discover others’ perceptions of you. It could be something as simple as asking how you did in a meeting, or what you could’ve done to improve your communications to another team member.

Once you invite others to provide feedback, recognize that their response may not be what you expect, so be prepared to show gratitude even if it’s not what you want to hear. Show genuine appreciation for their time and insights, and then demonstrate commitment by taking actionable steps to improve. By doing this consistently, you may inspire others to follow suit, showcasing leadership in their pursuit of self-improvement.

If you’re asked to give feedback, provide it with timeliness and objectivity, and then commend the recipient for their willingness to improve. With regular practice, seeking and providing feedback becomes a habit and part of your organizational culture, promoting collective growth and goal achievement.

Promote a Culture of Feedback with Frontline

Overall, cultivating a culture of feedback is essential for developing a top-performing team. By encouraging open communication, active listening, and a commitment to continuous improvement, you empower your team members to engage in constructive dialogue and mutual support. As they embrace the value of feedback, they contribute further to a culture of trust, transparency, and accountability, enabling success for your team and the organization as a whole.

For more insights on feedback, watch our free webinar, where Nathan Leaman, the Managing Director of Frontline, shares his views on how powerful feedback can be for businesses and retention.  Or if you’re looking for other customizable solutions to help, take your team or organization to the next level, reach out to us. Our solutions, services, and trainings are specially designed to solve the most pressing problems facing the modern workplace today.