DYS524: Women in Leadership: Giving and Receiving Feedback
Dyson School, Cornell University
“Women in Leadership: Giving and Receiving Feedback” Course Project
Part One: Planning to Give Feedback that Matters
As you have seen in this module, leaders have to give effective feedback to others. It’s critical in order to help people grow and develop and perform to their full potential. In this part of the course project, you will create a Feedback Plan in which you will outline your strategy for giving feedback to one person. If you do not currently have any direct reports to whom you would normally give feedback, you can practice by giving feedback to a willing colleague, a friend, a family member, or peer.
The Feedback Plan
I. Who?
The person who will receive the feedback.
II. What?
The subject of the feedback and the goal of the feedback. What is it you hope the other person will do differently as a result of receiving this feedback from you?
III. How?
How will this feedback be given: written (as in the case of formal performance reviews), verbal, or a combination?
IV. In what manner?
Using your emotional intelligence, cultivate your tolerance for a wide range of reactions. Note here some of the reactions you think the person might reasonably have. How can you respond to the person with empathy and authenticity?
V. With what data?
Stick to objective information when giving feedback, and particularly when giving written feedback. Whenever possible, use data to support the points you need to make. Be as specific as possible. Note here some of the objective information and data you plan to use.
VI. With what words?
Note some of the objective details you plan to use in place of judgmental, qualitative words. For example, instead of “strong,” you might say, “exceeded quota by 10%.”
VII. When?
Provide feedback as close to the event as possible. This provides an opportunity for the other person to respond and adjust before habits are formed. Note here the duration of time between the event and the feedback that you plan to offer:
VIII. Set the scene
Timing and setting matter; remember to praise in public and correct in private for reviews. Describe the timing and the setting of this feedback.
Part Two: Finding the Sweet Spot of Effective Feedback
Feedback is one of your greatest tools for motivating people. As a leader, it’s critical that you develop the skill of giving feedback well. As you have seen in this module, there are different pitfalls to giving feedback ineffectively. In this part of the course project, you will document examples of feedback you have either given or received and chart the results.
Example One
Describe the situation and the feedback that was given or received.
Describe the results in that particular instance. (For example, if you were trying to correct an employee’s behavior, was there an improvement? If you were receiving feedback from someone else, were you able to move forward effectively?)
Were there gender or generational dimensions to this feedback exchange?
What do you think could have been done better in that case?
Example Two
Describe the situation and the feedback that was given or received.
Describe the results in that particular instance. (For example, if you were trying to correct an employee’s behavior, was there an improvement? If you were receiving feedback from someone else, were you able to move forward effectively?)
Were there gender or generational dimensions to this feedback exchange?
What do you think could have been done better in that case?
Example Three
Describe the situation and the feedback that was given or received.
Describe the results in that particular instance. (For example, if you were trying to correct an employee’s behavior, was there an improvement? If you were receiving feedback from someone else, were you able to move forward effectively?)
Were there gender or generational dimensions to this feedback exchange?
What do you think could have been done better in that case?
Part Three: Addressing Problems in Feedback
Now that you have had a chance to review best practices for giving feedback effectively to yield the greatest results, you can consider how you can improve. In this part of the course project, you will both troubleshoot the feedback you are giving to others and seek better feedback for yourself.
Instructions:
Review the list of potential problems below.
Identify which of them are relevant issues for you.
For those that you have identified as relevant, outline your plans for improving.
Potential Problem
Relevant?
Strategy for Improvement
1. You get labeled as abrasive or too aggressive.
Evaluate. This requires a lot of self-awareness, but you should be focused on your end goal: influence and strong leadership.
Dig in: ask the person providing the feedback: Can you be more specific?
Is this widespread (many people are giving you this label) or an individual conflict (one person in particular has used this label)?
Are you guilty of obnoxious aggression?
Plans for improving:
2. You encounter obnoxious aggression.
If you have created a culture that shares this vocabulary, call it out by saying, “I think you just crossed over to obnoxious aggression. That’s not going to work on my team.”
Plans for improving:
3. The person receiving your feedback resists what you’re trying to offer; they are resistant to try or reluctant to accept the challenge you’re giving.
Don’t give up. Continue to challenge and give direct feedback.
Work to stay in the correct quadrant: caring for the person and offering direct challenges.
Plans for improving:
4. You get overly emotional.
Acknowledge the emotion. Say, “I need a minute,” and compose yourself.
Plans for improving:
5. The culture does not lend itself to emotional expression.
Foster a culture where emotion is not stifled. For example, some leaders keep a box of tissues present and acknowledge that emotions may run high.
Plans for improving:
6. Feedback on your team is stuck in manipulative insincerity, or worse, ruinous empathy.
Increase the incentives to work together.
Reward problem-solving. Don’t allow people to sabotage each other.
Plans for improving:
7. You are not receiving helpful feedback from leaders who are above you.
Effectively seek mentors and sponsors for personal development.
Ask for feedback that will help you grow.
Plans for improving:
8. The feedback you do receive is too subjective.
Ask the other person to add objective details in place of judgmental, qualitative words.
Plans for improving:
Check Yourself
When giving feedback, ask the other person, “I’m trying to be radically candid. How is the feedback coming across?” Note the person’s response here.
When receiving feedback, say to the other person, “I really want you to be radically candid. Am I putting anything in your way?” Note the person’s response here.
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