HOW TO GIVE FEEDBACK TO THE ENTREPRENEUR IN MENTORING?
It is information, which must be based on objective facts and dataThe use of a "behavioural intervention", provided by one person to another with the aim of reinforcing and/or redirecting specific outcomes and/or behaviours. The Feedback (+) is the essential tool for the development of people and organisations.
Here are some examples of feedback in everyday life
- When a boss calls a colleague to task.
- When you offer your point of view to a friend or family member.
- When the teacher grades the student.
- When you give your opinion on something that catches your attention.
When you accompany a friend in trouble and offer your point of view. When you express how you feel about a freshly cooked meal, or the service in a restaurant or the area where you are moving around. It is complex, because Behind every feedback there is a person who gives it and a person who receives it, each with their own perception of reality, emotions, etc.
Recommendations for giving feedback:
GIVES FEEDBACK ON A RECURRING BASIS
It is much more advisable to give feedback constant and with annotations of real and specific circumstances, rather than on a semi-annual or annual basis, as talking about negative points in time helps to improve and identify problems more quickly and efficiently.
NEVER GIVE FEEDBACK IF YOU ARE ANGRY
Feedback should not be confused with scolding, in order for feedback to be correct and understood by There must be a neutral attitude and dialogue on the receiving end, otherwise it can become an explosive meeting dominated by feeling rather than reason.
ALWAYS START WITH THE POSITIVES
Highlighting only the negative points of the entrepreneur and forgetting his virtues puts the recipient in a position of inferiority, the idea is not to affect his self-esteem, but to empower him to improve and encourage him to continue with his positive actions.
WHERE POINTS FOR IMPROVEMENT ARE IDENTIFIED, EXPLAIN WHAT WOULD BE AN APPROPRIATE ATTITUDE TO TAKE
There is no point in identifying areas for improvement without suggesting possible solutions, both operational and attitudinal. It is necessary to give proposals and to set out in a practical way possible measures to guide and provoke growth in the entrepreneur.
TO ENSURE THAT THE ENTREPRENEUR HAS CONTROL OVER THE GROWTH OF HIS COMPANY, THAT IS THE GOAL OF GOOD FEEDBACK!
The purpose of the feedback is to provoke the entrepreneur to grow steadily and judiciously in order to become more and more independent and to notice oneself the areas of improvement and the positive points. In a mentoring relationship, feedback is absolutely necessary in order to be able to establish a climate of trust.
TYPES OF FEEDBACK (FORMAL AND INFORMAL)
FORMAL FEEDBACK
Conducting follow-up meetings based on the defined objectives and action plan.
When and where to give feedback to the entrepreneur?
It is delivered at set periods such as mentoring sessions. At mentorDay, we practice this in the online session, mentor with entrepreneur.
INFORMAL FEEDBACK
It happens in everyday situations where positive and/or negative events occur to be commented on based on the vision of the future. It arises on the fly. It is given at any convenient time by both parties, without there being a fixed date for it.
When and where to give feedback?
- If the objective is to recognise a behaviour (e.g. congratulating on an achievement), this can be done publicly or privately. POSITIVE FEEDBACK.
- But if it is to discuss areas where the person needs to improve, the conversation should be kept private. NEGATIVE FEEDBACK.
When you see something good: SAY SO!
Be specific, expressing thanks and encouraging more of the same. "What is rewarded, is repeated". Never let good work go unnoticed - recognise it!
When you notice an anomaly: ASK!
- Instead of giving answers or affirminghe asks.
- Be direct, but polite.
- Reflections on the appropriateness of the feedback.
Feedback is not reserved exclusively for situations of confrontation or dissatisfaction, it is more than suitable for praising, expressing satisfaction, appreciation, gratitude?
Giving and receiving feedback is a powerful opportunity, even if it is sometimes a difficult conversation. Any event, performance, behaviour is a good opportunity to give feedback that contributes to the development of a mentee.
FEEDBACK IS A VERY POWERFUL CONVERSATION FOR:
- Change ineffective behaviours or actions.
- Information sharing.
- Reinforce achievements.
- Developing and developing people.
"Feedback is a gift to the receiver and belongs to him. If we don't give it to them, we take it away".
Guidelines for feedback
REMEMBER THAT TO GIVE IT MUST BE:
- Descriptive.
- Specific.
- Applicable.
- Personal and direct.
- Timely.
- Positive, constructive and forward-looking.
- Check.
TO RECEIVE IT:
- Ask for it.
- Listen to it.
- Value it.
- Thank you.
Reflections prior to the feedback conversation
It is necessary that before giving feedback formally we prepare and design our conversation. Asking ourselves these questions will help us to be more accurate and professional!Let's not forget that poorly given feedback can have a very negative impact on the receiver, even if it is positive!
BEFORE GIVING FEEDBACK ASK YOURSELF THESE QUESTIONS:
- On which aspects will I focus the feedback?
- Do I have facts/objective data to back this up?
- What standards do I use, what do I compare with (rating scale)?
- Could you validate the opposite view?
- What possibilities does this feedback open up or close off for the receiver, for me and for others?
- Why am I giving this feedback?
- What do I want to achieve?
POSITIVE FEEDBACK
Give appropriate positive feedback to ACKNOWLEDGE. Rules:
A SPECIFIC BEHAVIOUR IS EXPLAINED
Example: "Hey, I loved the way you mediated the argument.
BENEFITS OR ADVANTAGES OF SUCH BEHAVIOUR ARE EXPLAINED
Example: "The story you told was funny and people forgot about the conflict. Then you were able to bring it back to the main topic of the meeting.
THE REASONS WHY IT IS BENEFICIAL ARE EXPLAINED
Example: "I think that without your input the meeting would have ended badly".
CONGRATULATES AND ENCOURAGES FURTHER ACTION
Example: "I congratulate you. That's the way to collaborate in the midst of such a conflict.
CONSTRUCTIVE FEEDBACK
Give appropriate constructive feedback to ACT. Rules:
A SPECIFIC BEHAVIOUR IS EXPLAINED
Example: "It is important that you inform me as soon as possible of the calls I have during the day".
THE PREJUDICES OR DISADVANTAGES OF SUCH BEHAVIOUR ARE EXPLAINED.
Example: "If you forget one or do not take all the data, it could be an entrepreneur who wants to close a deal or ask for information".
THE REASONS WHY THIS IS HARMFUL ARE EXPLAINED
Example: "If I don't call soon it could mean one less business".
ALTERNATIVE BEHAVIOURS TO BE PERFORMED ARE INDICATED
Example: "If I'm not here, call me on my mobile or leave a message on my voicemail. If I'm around, write down the details on these call sheets".
THE PERSON IS ENCOURAGED TO DO SO.
Example: "If you do this, it would help me a lot and I would appreciate it".
Guidelines for effective feedback:
- Be specific, not general. "Your report lacks supporting data" instead of "your work is inadequate".
- Be descriptive, not evaluative. "You've been late three days in a row" instead of "you obviously don't care about punctuality".
- Direct feedback to the person, not about the person. "Roberto, when..." Instead of "look what Roberto has done...".
- Good feedback is timely. This guidance has two facets. First, the closer the feedback is to the event to which it refers, the greater its impact. Second, effective feedback is given at the time and place when the person is ready to hear it.
- Give constructive feedback in private. As further guidance, some people prefer to receive positive feedback also in private.
- Do not give people more feedback than they can handle. When a person is bombarded with feedback, positive or negative, they will start to feel uncomfortable and stop listening.
- Be responsible for feedback. "Well, I think that..." Instead of "Well, the whole group thinks that..."
- Give the person an opportunity to check the feedback. It is important to recognise that our feelings are often the result of our own perceptions, which may or may not coincide with the perceptions of others. Whenever possible, the person should be given the opportunity to check the accuracy of their feedback with others.
- Check that the feedback has been understood. People who receive feedback, especially constructive feedback, often let their own defensive reactions get in the way of listening accurately to what they are being told.
- Don't rush. It is often easier to defer feedback until the moment when you "have something to say" and then "let it all out".
Guidance on how to receive feedback effectively:
- Ask you if you wish to receive it. The best way to make sure you get the feedback you want and need is to ask for it.
- Listen, don't explain. Even if you have an excellent reason for having behaved the way you have, your explanation can easily be interpreted as evidence that you are not willing to listen, do not care, or as a justification.
- Request clarification. If you are not sure exactly what you want to say to the other person, ask!!!.
- Check your interpretation. Before responding to the feedback you have received, check with the other person to make sure that you have understood what the other person really meant.
- Check with others. Just because someone has given you feedback does not mean they are right. One way to see if other people have similar reactions to your behaviour is to ask them.
- Ask for suggestions. If the feedback you have received is constructive, ask the person who gave you the feedback to suggest an alternative behaviour that would be more acceptable to them.
- Reply. A quick way to limit the amount of feedback you receive in the future is to offer no response to the feedback you receive today. A response that works well for both positive and constructive feedback is a simple "thank you".
- Do not deny. Even if you believe that the other person has misinterpreted you or your behaviour, for them their interpretation is correct. An outright denial is also a denial of the other person's reality.
Emotional impact of feedback
The stages a person may go through when receiving negative feedback are as follows:
- Anger: Does the feedback make you angry?
- Denial: of what they are telling us.
- Blame others: or to the situation itself, shirking our responsibility.
- Rationalisation: the causes justifying the behaviour are sought, sometimes even generalising.
- Acceptance: we integrate feedback, being prepared for change.
- Commitment: Finally, we show our commitment to change.
Feedforward
- It is the feedback that looks to the future.
- It focuses on a positive future: the feedforward will allow us to work on building a promising future.
- It is based on requesting suggestions, ideas for the future.
- Anticipate vs. react: while the feedback is based on react and correct what went wrong, the Feedforward focuses primarily on the anticipation of events, behaviours, etc. (sometimes even from past learning) that allow a plan for future action to be established, the key is action planning, choosing an option and trying it out, putting it into action.
- Assertive and positive communication: this is based on an assertive and positive communication that helps employees to do the right thing without the need to defend themselves or pass judgement.
- Low self-esteem vs. happiness and motivation: How many times have you come out of an evaluation where you were given feedback depressed, sad, unmotivated? The feedforward does not seek to pass judgement or criticism on the individual, but rather to seek his or her development through learning and reflection.
- Don't take it personally: unlike feedback, feedforward does not involve criticism or personal judgements because it is based on listening carefully without making assessments and focusing on the future, on something that has not happened.
Marshall Goldsmith, the leading exponent of feedforward, said: "No to feedback from the past, you can't change it, so let it go. Don't want to change everything, choose just one behaviour, to make a positive difference in your life".
TASK
Now that you are clear about what feedback is for entrepreneurs within the mentoring relationship, reflect on feedback situations that you have experienced.
- When have I given feedback? Remember what happened when you provoked positive results and when you provoked negative results.
You can also consult other Related TIPs.
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A great TIP I will share it in my networks Thank you MentorDay for sharing this knowledge.
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