Reflective Feedback

Key concepts and ideas

• Reflective feedback is aligned with the most current research from neuroscience, Gallup, motivation theory, and trust research.
• Giving feedback is the primary responsibility of leaders.
• It is important that feedback is received without a sense of threat.
• Feedback must promote thinking and self-directed learning.
• Feedback must be specific and align with expectations for performance.

Reflective feedback: Keys or locks?

Research at Harvard and the NeuroLeadership Institute has been clear for quite some time. Feedback is essential for the growth and development of individuals and organizations. The sad news is that most feedback fails to yield much change—often because it comes with an attitude, a tone, judgement, or blame without really saying much of anything. Corporate America is working hard to change the way feedback is given, with the ultimate goal of facilitating supportive environments where people feel comfortable asking for valuable feedback.

If you believe criticism is good and helps us perform better, that research shows employees reacting positively to criticism just one out of thirteen times. David Rock, author of Quiet Leader and founder of the NeuroLeadership Institute says, “People get, on average, a couple of minutes of positive feedback every year versus thousands of hours of negative feedback." That accounts for many locks and few keys.

“If you treat an individual as he is, he will stay as he is, but if you treat him as if he were what he ought to be and could be, he will become what he ought and could be.” Goethe

Our behaviors are driven by our emotions, which are driven by our thinking. So our thinking is at the core of our performance. We know today that people’s fear and self-doubt get in the way of their performance. When we experience anxiety, fear, self-consciousness, or any strong emotion, our neurons get flooded with electrical signals, and we literally stop hearing and sometimes even seeing what’s around us. Locks. If we want to transform people’s performance, we must master the skill of acknowledgement, which means building new wiring around seeing what people are doing well. A new approach is essential. Keys. A new set of questions might sound like this:

• What are you doing well, and what are you discovering about yourself as a result?
• What are the highlights of this project, and what are you learning?
• What is going well, and what would you like to do more?
• What are you doing well, and how are you impacting everyone else?

Transforming performance requires continuous positive feedback, in many forms, over time—to validate, confirm, encourage, support, and believe in people’s potential. Keys.

Results Coaching provides two easy ways to provide powerful reflective and positive feedback. Ken Blanchard of the One Minute Manager says to catch people doing things right. It sounds so easy, but it's hard to do. Fortunately, we can learn new patterns. Whether you are listening to someone or you want feedback, the steps are the same, and they will produce growth and change. Keys!

Step 1:

See what is working, what is good, positive, or what has potential. Offer a value statement or value potential statement: “Wow, Sam, what an effective way you worked with your class for deep learning today. Kids had choices, were working in small groups, discussed the water cycle, and made connections to their lives out of school.”

Step 2:

Ask a reflective question for possibility. Remember that a question that presumes positive intent can’t be answered with yes or no. A reflective question will push thinking and can be embedded in a standard or expectation.

Reflective feedback protocol: Listen and give feedback

Introduction:

• Organize participants into groups of 5–6.
• Each round is 10 or 15 minutes. Have each group designate a timekeeper.
• Have the group practice asking reflective questions to each person in the group.
• Depending on the remaining time, speakers can respond to clarifying or reflective questions.

Step 1: Goal clarity (3 minutes)

Person 1 begins by:

• Sharing a work goal/something they are currently working on
• Describing why this is important right now
• Describing what they have done toward this goal so far
• Identifying what feedback they desire from this opportunity

Step 2: Team feedback (1 minute per person)

Each member of the team offers:

• Two value or value potential statements
• One reflective question for possibility, including any clarifying questions

NOTE: All value or value potential potential statements should be shared before asking any clarifying or reflective questions. There should be no cross talk.

Step 3: Speak response (use remaining time)

• Reflective questions may be answered.
• The speaker reflects on the feedback, takeaways, and possible next steps.

Round 2 moves to the next person until everyone in the group has had an opportunity to give and receive feedback.