Feedback: Are you getting enough of it?

Despite the somewhat “click-bait” title, this week’s post is a serious one.  As a new member of the Unbabel team, during one of our lunch roulettes, a group of us from different departments were chatting through objective setting, performance reviews and the tools we use to do these important tasks.  At a certain point in the discussion, we started to discuss the importance of feedback. Two key elements came to light that I thought were worth sharing more broadly, because they are meaningful in any role, and probably beyond the work boundaries too.

Firstly, are you getting enough of it?

The general consensus from a bunch of managers was not consensus.  On the one hand, we all felt that we were providing our people with sufficient feedback, in a timely manner.  But at the same time, most acknowledged that our people still felt that they needed more. So does this mismatch in alignment suggest as managers we are missing the mark?  Does it suggest a lack of ownership from our people? Or does it indicate that the type of feedback we are giving is not hitting the mark? In reality, it’s a combination of all three.  Whilst any decent manager will regularly provide feedback, asking ourselves the question on when we last checked with our people whether it was enough is equally important. At the same time, if any individual feels that they could do with more feedback in general, or even more specifically on a particular project or task, the onus falls on the individual t speak up and ask for the feedback.  Whether with peers, seniors or those who report into the person, in a positive and open company culture, there is no reason to not ask. The final point around hitting the mark when we deliver feedback focuses more on the need to speak in mutually intelligible terms. British colleagues can fail to get a message across to Dutch colleagues because they are trying too hard to be polite. Likewise, an introvert manager with an extrovert team member needs to think (and check back) on the clarity of the feedback delivered.  

In summary, it’s not just about how much you get, but the quality that you get, too.

Secondly, how do you like to have it?

In our group discussion, we touched on the various means to deliver feedback.  We have a really simple online tool that allows us to request or despatch feedback to any colleague on any topic at any time.  The flexibility of this approach means that whether I choose to request date-based feedback on my performance at the end of each quarter, or send end-of-project task-based feedback to a colleague I worked with, A broad spectrum of feedback can be created.  In some scenarios, it’s more important to think about HOW that feedback is delivered. For example, whilst general commentary is fine online, the personal touch of face-to-face feedback for a particularly important achievement will always carry more kudos (followed up with written confirmation.). Likewise, when it comes to developmental feedback, delivering sensitive or difficult feedback in person can soften the blow, help give context and allow the individual a right to respond.   

In summary, don’t just do it, think about HOW you do it, too.

Thirdly, how often do you like it?

On this topic, there is a fine line to balance - respecting the style of the individual and their ability to absorb feedback, with the need to share certain developmental critique and commentary.  DDelivering the same message over and over start to feel like those terribly bland school reports we all used to receive. And whether it is “doing very well” or “must try harder”, in an ideal world, the feedback should serve a purpose.  Validating the right behaviour, identifying growth opportunity, course-correcting issues or flagging unacceptable behaviour - it doesn’t matter. Timely delivery matters most, closely followed by appropriate frequency. When we are delivering ongoing performance feedback, it’s important to discuss frequency with the recipient of the feedback to establish a good cadence, giving enough time to affect change or modify behaviour.  

In summary, you can do it too often, or not enough, but you can find a happy medium.