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Fearless Feedback: 6 Steps to Successful Constructive Criticism

Fearless Feedback 6 Steps to Successful Constructive Criticism

Learning to provide and accept constructive feedback is key to professional growth.

  • When the opportunity arises, immediately provide constructive criticism to the employee in an appropriate manner.
  • By making feedback an interaction rather than a one-way conversation, you can understand the root of your success or failure.
  • When giving opinions, engage in conversations with consideration and understanding, not anger and frustration.
  • This article is intended for entrepreneurs, executives, and other professionals who want to express and accept constructive criticism that is more productive and meaningful. We want to do better as professionals. Giving constructive feedback allows us to see our actions from the perspective of others. Two people often see a situation very differently and don’t even realize it.– Not giving the necessary feedback, especially after unacceptable behavior, has consequences. Create an action plan to provide important and informative feedback. During an ELA conference workshop on the subject, Aisha Blake, Head of Chapter of Girl Develop It in Detroit, identified two types of feedback: positive and constructive. Positive feedback focuses on what we are doing well; That feels good and confirms our work. While constructive feedback isn’t always negative, it focuses on how we can improve our work.

“[Constructive feedback] is the feedback we all think about,” Blake said. “We want to do it through behavior.”

That sounds a lot easier said than done, but remember that comments are not a personal attack — unless they’re personal, of course. As Brake said, there is a difference between valuation and growth. “If you feel insecure, you should bring it to someone: HR, your boss, someone at work.”

To provide effective and constructive feedback, follow Brake’s 6 Step Method.

1. To be specific.

The purpose of providing constructive feedback is to change behavior. Unless you describe the behavior in detail, the other party doesn’t understand why there is a problem.

“Keep it focused and practical, so that the way forward is clear,” Blake said.

2. Provide feedback proactively.

It is very important to identify the conflicts in the first place. If not, you most likely have a grudge. This can appear as a result of spam shots from others.

“You don’t have to look into the future, but you have to make sure things don’t get too bad,” Blake said. “Technically and personally, we have a lot of problems. It’s not important for someone to say the first, second, or even fifth escape, but the seventeenth escape.”

3. Take a breath.

If you have to deal with the problem, go back and try to cool you first. “Don’t jump and jump,” Break said.

Constructive comments are a lot of energy, especially emotional efforts, so it takes a long time to manage enough to manage your thoughts. If you deal with urgent situations and you must act immediately, explain the promotion and read it and read it strongly to read it. Change to need to help you prepare for a really face-to-face conversation.

4. Check your bias.

Every story has two sides. “Your perception of the problem may not match the other person’s lived experience,” Blake said.

Recognizing your biases can be helpful, especially if you’re in a position of power because of your race or gender. “I’ve threatened people with my appearance,” Blake said. For example, in her work experience, she forced her boss to make assumptions based on her identity, which prevented her from communicating effectively. [Related: Is Unconscious Bias Influence Your Hiring Decisions? †

5. Invite a chat.

“Making too many assumptions can disrupt the conversation,” Blake said. Start a conversation with someone else to confront the family. Don’t have a one-way conversation and listen to the other person. After all, you don’t know which external stressors they carry with them every day.

6. Try it.

Evaluate whether the other person’s behavior has changed after a reasonable period of time. If this happens, ask yourself how it changed.

If they notice and improve your behavior, thank them at the right time. If this behavior persists, be prepared for experience. Do not overwork yourself.

“In the end, it’s there, so what you feel isn’t wrong,” Blake said. In office culture, we have completed both positive and creative responses to reduce the process and reduce the process and reduce the process.

When can I give creative feedback?

TAKTFUL is about time as a creative response material. The creative criticism of poor handling can cause behavior to ignore or interfere with all responses to others. So consider the best time giving creative criticism.

  • During the meeting: If you have completed the performance of your team members, if the person is with your colleagues, he can feel more and more of the public foam or response. Since you book a single meeting, you have the opportunity to understand the word more carefully and divide creative conversation.
  • Immediately after seeing undesirable behavior: if you know the unproductive behavior of the employee, other employees have been found. This poor employee act can cause the collapse of the head business in the rotation church if it was not solved as soon as possible. Wait a day for the start and make sure the employee change their process. This is just a job. Otherwise. Otherwise immediate attention is required. Near employees with an open mind if your behavior is not deliberate.
  • After establishing confidence: promoting an open and honest relationship with your employees is essential before they try to give them their comments. Without this rocky substrate, the other person does not know whether its constructive comments have an interest in heart. Open your invitations for productive language by identifying the capabilities of the other person and the value of the team.
  • When the employee turns good work: reactions are not only useful for the treatment of negative behavior; You can also use it to promote positive pros. Team members strengthen these actions, set an example, and recognize what is working to add more value to the team.
  • Choosing a partner: Feedback should be a conversation, not a lecture. Resting the other person can lead to a friendly rather than hostile opinion. Choose the time when your colleagues will receive your feedback most comfortably to encourage more positive feedback and better future work.

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