Guidelines for Giving and Receiving Feedback

By definition, a project is a temporary endeavor to deliver a unique product, service, or result. Having trained many batches of PMP aspiring students as well as facilitated graduate level classes on project management and leadership, I always feel that every class or training is unique. Every interaction always brings something interesting meeting the 'unique' definition. The batch that I was wrapping was also similar in that there was specific guidelines. It extended some of my earlier discussions on feedback being FACT driven (Rajagopalan, 2019).

Guidelines for Giving Effective Feedback

1. Give feedback as soon as the behavior or event occurred so that the details are not lost in time
2. Factor the person's openness in listening to the feedback
3. Focus the discussion on what happened outlining the impact on the individual credibility, team cohesiveness, and project outcomes 
4. Lead the discussion towards the desired behavioral change 
5. Ask the person to rephrase the behavior change desired and check for understanding
6. Confirm the agreement gaining commitment on measurable actions supporting the behavioral change
7. Beware of non-verbal communication and renegotiate commitment 
8. Beware of your own cognitive and motivational biases 
9. Let the recipient own the action (as ultimately everyone has their right to deal with the feedback)
10. Ask for how you can support the receiver to own the action (as everyone may have different levels of maturity and guidance on support needed)

As part of these guidelines, our discussion continued about what one should note when giving feedback or after giving feedback.

1. Feedback should be given for both positive behaviors noted (appreciation) and negative behaviors observed (change). Let others do not feel that feedback session means constructive feedback only.
2. Feedback should be given when one's lack of action or behavior can be impeding other's progress. 
3. Feedback should be given when one's action or inaction has impacted you personally or professionally.
4. One should not give feedback while feeling emotional (angry, disappointed, upset, frustrated, etc.)
5. One should not give feedback when the recipients are not emotionally ready to receive it.
6. Feedback should not be given when there is not enough information or based on someone's feelings.
7. One should not use feedback as a mechanism to vent themselves.
8. Feedback should not be given when the time and place are not appropriate for the feedback to be received correctly.
9. Ask for feedback on how you provided the feedback
10. Ensure you are consistent in giving feedback and following up on your actions

Subsequently, I took it on myself to come up with a template for giving feedback. This is something like writing a user story or acceptance story. 

• When you <describe the behavior>, 
• I feel <how it made you feel>.
• Because I <share connections with the behavior as a team member>,
• I would like <state the behavioral change desired>.
• This would make <how the situation would be better>.

What do you think? 

References

A guide to the project management body of knowledge (2017). 6th Edition. Newtown Square, PA. : Project Management Institute.

Rajagopalan, S. (2019, March). Feedback should be FACT driven. https://agilesriram.blogspot.com/2019/03/feedback-should-be-fact-driven.html