Being Coachable: Giving and Receiving Feedback
Being Coachable
Feedback
Feedback is a squealing sound emitted when an amplified signal is cycled back as an input and amplified again. Just like that inapt definition, feedback is not always useful! With the tips in this guide, however, you should be able to turn performance evaluations from being a negative Ned into being a positive feedback loop.
Feedback, in the sense pertinent to this research guide, is defined by Merriam-Webster as “the transmission of evaluative or corrective information about an action, event, or process to the original or controlling source.” By having regular conversations about good and bad aspects of our own work, we can learn from mistakes and build on successes to improve and grow. On the other hand, unless you choose to be a hermit and work in solitude, you will soon find yourself evaluating the work of a peer or subordinate. This guide is divided into tips for giving feedback and tips for receiving feedback, but these pieces of advice should be viewed and considered from both perspectives for maximum benefit.
Giving Feedback
Cater to their needs
There are (at least) three topics you should address before you start reviewing someone’s work. For each, ask how they prefer to receive feedback by providing at least two options that you feel comfortable using.
1. Where would they like you to focus your advice?
· If you are reviewing written work, they may prefer that you focus on the flow of concepts through the work and the organization of the paper, or they may prefer that you pay close attention to their semantics, jargon, and grammar.
· If you are listening to a practice talk, they may prefer that you watch their body language and listen for speech fillers, or they may want help redesigning a slide or figure to be more accessible to the audience.
2. With what style of feedback will they feel most comfortable?
· Some people want feedback to be succinct, or blunt. Others will prefer that you to soften any criticism.
· Some highly value affirmation, but others may prefer you spend more time showing them how to improve.
3. In what format would they like the feedback?
· Should you review their work and provide written notes via email?
· Would they like to meet in person to discuss your notes after you have reviewed their work?
· Do they want to present something and receive verbal feedback immediately?
It can be much more helpful, for all parties, to come to an understanding of expectations and desires before you get started. Catering to the other person’s needs may seem like more work, but providing flexibility in feedback is one trait of a great leader.
Be prepared
In addition to knowing what the other person is looking for by way of your feedback, you should prepare by dedicating time to review their work and think critically about what they could do to improve. You should, however, be reasonable about how effort you give. Asking in advance what aspect to focus on will help cull down your time investment.
Balance positive and negative points
Whether you are providing advice for a trainee, friend, peer, or superior, you should always strive to balance positive and negative feedback. It is too easy to pick someone apart and point out where they have gone wrong. Instead, take time to explore their strengths, especially when those are hidden among weaknesses:
· Do they communicate well in person or on paper?
o Maybe they can’t do both, but they can use strength in one to improve the other.
· Do they make visually appealing figures?
o Maybe those figures are impossible to understand, but look good and are cleanly made. Let them know what is confusing so they can focus on what matters.
· Is it apparent that they have a good understanding of their own work?
o Maybe they aren’t good at communicating their genius to the masses… yet. You can help them identify difficult-to-grasp concepts that need a good analogy to be accessible.
· Can you tell they have spent a lot of time and effort on the piece you are evaluating?
o Maybe they really tried, but just aren’t making enough progress. Let them know their effort is appreciated and brainstorm how they can be more efficient.
· Is their excitement about their work infectious?
o Maybe they are new to research and their progress is mediocre, but if they are excited about it, encourage them! They will very likely get better with time if they keep working hard.
Think twice about serving a compliment sandwich. This once-standard play during a performance review is now too well-known to be a secret weapon. Unless it is done with the utmost finesse, it can come off as patronizing rather than kind. As you balance positive and negative feedback, focus on making your message sincere rather than just trying to serve something palatable.
Try passive voice
To help your feedback be well-received, try using passive voice to soften its delivery. The noun that would serve as the subject in an active sentence becomes the object of a sentence using active voice. This is more applicable when addressing negative aspects of someone else’s work and can help you avoid sounding accusatory. When delivering criticism, also try spinning your message into solutions rather than focusing on problems:
· Instead of, “Your writing is weak and too generalized. You provide nothing to support your claims.”
o Try, “The ideas in this section can be strengthened by referencing existing literature. It can be tough to get started, but I think you’ll find it will greatly improve the final product.”
· Instead of, “You don’t communicate well. You never respond to my emails.”
o Try, “Open communication is important. It would be helpful to me to receive responses from you more regularly.”
· Instead of, “You haven’t made any progress since your last presentation. You aren’t showing any new data.”
o Try, “Sometimes we can learn as much from negative results as from positive ones. I would like to see results from the experiments that you thought failed. I know you have been working hard, and perhaps we can think together on what experiment will be best for you to do next.”
Receiving Feedback
Ask for feedback
Requesting a review can show initiative and reflect positively on your character. Attaining regular guidance will persistently help you to progress professionally. Also, remember that you have options. A PI can offer a performance review, a SyBBURE team member can give tips on a poster presentation, a peer can read an abstract draft, your family can offer insight on an oral presentation, etc. When someone helps you, offer to provide assistance in kind whenever they next need it. Building a strong network of feedback will keep you well-rounded as you develop your career.
In contrast, avoiding the advice of advisors can be detrimental. If you have ever dreaded receiving feedback from a superior, then you have waited too long to ask for an assessment of your performance. We have a tendency to avoid performance reviews when we haven’t been doing our best and perceive we will be met with criticism. In this case, it can be helpful to start with a few days of introspection and self-improvement to boost our confidence before asking to be evaluated.
Assume good intent
It is easy to feel attacked when we are told to change our behavior. “My way was working fine. What do they know, anyway? Why don’t they like me? Why has no one told me this before? How long have I been a failure?!?” When you assume that your feedback buddy is playing offense, it is human nature to get defensive. You may fight back by defending the way you work. You may retreat and feel smaller than ever. This is the WRONG PERSPECTIVE to bring to the table.
When someone meets with you to offer advice on how to improve your work (even if they aren’t great at giving feedback according to the tips in this guide), they have set aside time to think about you and how you can be greater. They have dedicated their resources to helping you improve, and this shows that they care about your success. They want to give you every opportunity to better yourself, and that’s exactly what you’ll get if you approach the meeting with an open mind.
Have a growth mindset
“In the fixed mindset, everything is about the outcome. If you fail-or if you’re not the best-it’s all been wasted. The growth mindset allows people to value what they’re doing regardless of the outcome. They’re tackling problems, charting new courses, working on important issues.” –Carol Dweck
A lot of people dislike getting negative feedback, but those who have a growth mindset thrive on it. Those people find success in being able to embrace criticism, and they see value in efforts they expend to better themselves. Try owning your mistakes, appreciating your failures, and use the experience to grow.
Activity: Find a peer and practice
Prepare for the activity by sharing a document or presentation with each other on which to construct feedback.
Discuss beforehand whether you want detailed feedback, big picture tips, or a mixture of both. Only ask as much as you are prepared to offer, and be respectful of one another’s time. Let each other know your personal feedback style and preference so they have a better idea of what to expect.
Part 1: Offer feedback
Follow the tips above and be sure to interweave praise with critiques. Take a turn each, offering the other feedback.
Part 2: Reflect
Feedback on feedback? That’s right! Answer the following questions together.
· Did it seem your peer was prepared and had adequately reviewed your work?
· Did your peer try using passive voice?
· Did you assume good intent, or did you take something personally? If you took something personally, was it because of your assumptions or your peer’s delivery of the feedback?
· Did you approach the activity with growth mindsets? What specific, negative feedback did you take as a challenge to improve?
References & Further Reading
Being Coachable: Giving and Receiving Feedback, Katrina Leaptrot, Team SyBBURE Training Module, July 9, 2019
Bernazzani, Sophia. (2018) 8 Tips for Giving Great Peer Feedback. HubSpot. <https://blog.hubspot.com/marketing/peer-feedback-tips>
Dweck, Carol. (2006) Mindset: The New Psychology of Success. New York, NY: Random House
Feedback. (n.d.) In Merriam-Webster’s collegiate dictionary. Retrieved from https://www.merriam-webster.com/dictionary/feedback
Seiter, Courtney. (2018) How to Give and Receive Feedback at Work: The Psychology of Criticism. Buffer. <https://open.buffer.com/how-to-give-receive-feedback-work/>
