Veja como você pode vencer seu medo de dar feedback aos seus colegas.

Para superar el miedo a dar retroalimentación a tus compañeros, es crucial integrar la empatía en el proceso. Antes de ofrecer retroalimentación, reflexiona sobre cómo te gustaría ser abordado en una situación similar. Evita juicios y calificativos, enfócate en observaciones concretas y propuestas de mejora. Recuerda que tu objetivo es ayudar, no lastimar, y comunica tu aprecio y deseo de ver crecer a tu colega. Al hacerlo, construyes relaciones más sólidas y un entorno laboral más positivo para todos.

In my opinion: - Prepare: Know what you want to say; focus on specific behaviors and outcomes. - Be specific: Avoid generalizations; detail the actions and their impacts. - Practice empathy: Understand the recipient’s perspective; be supportive. - Encourage dialogue: Foster an environment where feedback is a two-way street. - Balance feedback: Mix positive comments with areas for improvement. - Seek training: Improve your skills through workshops or mentorship. - Regular practice: Gain confidence by giving feedback consistently. Feedback = Growth

Feedback, in its various forms, plays a pivotal role in our growth. In professional settings, it is viewed as constructive information or criticism that propels us towards better performance. In biology, feedback is a lifeline, essential for the body to maintain stability and balance through negative and positive mechanisms. Despite the benefits of feedback, the fear of giving or receiving feedback can hinder us. The key lies in the 'INTENTION' behind the feedback—whether it is meant for harm or growth. The potential of a culture that fully embraces continuous improvement is nothing short of transformative. It can turn fear into excitement as self-improvement reflected in peer relationships becomes 'the way we do business around here'.

One of the most important “rules” of feedback is to be specific. Saying “you did a great job running the meeting,” is relatively worthless. However saying something like, “Your skill in helping everyone make a contribution really added to the richness of the conversation,” helps the feedback receiver understand the impact certain behavior had. The appropriate follow-up from the feedback giver could be “What do you think about what I just said?” I’ve often been surprised that the feedback recipient hadn’t realized his/her/their impact.

Once you keep in mind the fact that the goal of feedback is not to criticize, but to help your peers develop their skills and abilities and it’s a two-way street that, when done well, can lead to mutual growth and a stronger team dynamic, then you will feel more comfortable. You can prepare by Reflecting on the feedback you want to give and jotting down points to make sure it’s specific, objective, and based on observable behavior or outcomes. And finally you can set a safe space by asking permission to share feedback. I've never seen anyone saying no when you ask permission to give feedback.

Meticulous preparation is the cornerstone of effective feedback. Prior to engaging with a peer, it's critical to meticulously organize your thoughts and substantiate your feedback with concrete examples. This structured approach ensures that the feedback is rooted in observable facts rather than emotions, enhancing its credibility and receptiveness. Anticipate potential responses to better navigate the conversation, demonstrating a thoughtful commitment to the peer's development. Such a methodical preparation underscores your professionalism and dedication to fostering a constructive developmental environment, alleviating any discomfort related to delivering feedback.

Focus on Specific Situations, Not Personalities: When providing feedback, focus on specific situations, behaviors, or outcomes rather than criticizing the person's character or personality. Use concrete examples and factual observations to support your feedback, and avoid making generalized statements or personal attacks. This approach helps separate the feedback from any personal biases or assumptions.

Toda conversa delicada deve ser preparada para acontecer da melhor forma. Podemos pensar em alguns pontos a serem vistos antes do encontro, como: . Marcar num momento bom para os dois; . Num lugar reservado onde não haja perigo de interrupção e onde o outro não se sinta exposto; No encontro: . Ao se encontrarem, confirmar se aquele é mesmo o melhor momento para falarem (eventos pessoais e outros podem acontecer que interfiram na presença e conexão naquele momento) . Conectar primeiramente para depois iniciar o assunto foco do encontro (sem conexão não há compreensão nem resolução).

Preparation is key to providing feedback in a manner that will not cause offense. When you prepare your comments then you ensure that you can be diplomatic towards your peers.

Timing and setting are crucial when giving feedback. Avoid providing feedback in the heat of the moment or in public settings where the recipient may feel embarrassed or defensive. Instead, schedule a private meeting or conversation in a neutral and comfortable environment, allowing for a focused and productive discussion.

The setting can significantly impact how feedback is received. Choose a private, comfortable environment. I learned that choosing a quiet, private space free from distractions makes the recipient feel more comfortable and valued, leading to a more open and productive conversation.

It's not just the setting within which you give the feedback that is important, but also the psychological safety you have created within your team. When you create a climate conducive to open feedback, staged settings cease to matter.

Para dar retroalimentación es indispensable prepararse para asegurar un proceso exitoso. El momento elegido y el espacio seleccionado jugarán un papel clave en el éxito del proceso. Organizar las ideas, anotar evidencias que puedan sustentar las observaciones y evitar distracciones o interrupciones son también elementos que favorecerán tener una conversación tranquila y cómoda por ambas partes.

Choose a quiet and calm space to give feedback. Also if the situation involved is highly emotional, wait until everyone has calmed down before you engage in feedback. The recipient will more likely hear what you're saying, and you'll avoid saying something in the heat of the moment that you regret later. Feedback is something you can make regular because is a process that requires constant attention. When something needs to be said, say it. People then know where they stand all the time and there will be few surprises. Also, problems don't get out of hand. It's not a once-a-year or a once-every-three-month event. Simple feedback should be given much more often than this – perhaps every week or even every day, depending on the situation.

Concrete examples are essential to help visualize areas of improvement and illustrate what an improved situation looks like. Don't be theoretical. Where possible, identify parallel situations where the person demonstrated having the skills that are transferrable to areas they may think they're struggling with.

Never leave something open to interpretation, especially in a global climate where people may not be aware of local slang, idioms or jargon.

Be direct and clear on what you saw and the impact it had, but also be curious as to what happened to lead to that action. Name that you share common goals and are focused on resolving so that you can move forward together. This last part is key. I appreciate why folks use the sandwich method, but the method is unclear and often viewed as insincere. Instead, name that you know you both want to figure out what's best for everyone.

Working across white collar and now blue collar industries, I have learnt to provide feedback based on the result of an outcome or situation. Either the tangible output or capability of the individual is the centre of the conversation but linked to the outcome, the discussion then moves to what can happen differently to achieve the desired outcome. I have found this method to minimise the risk of the individual taking it personally or becoming defensive, but more importantly, learns a new approach.

Using the sandwich approach for giving feedback can help you overcome your fears. Start by highlighting the person's good points and positive attributes. Then, provide the constructive feedback you need to share. Conclude by emphasizing more of their strengths. This method delights the person receiving the feedback and encourages improvement in key areas.

It is crucial to understand how the other person responds to the feedback. It is also our responsibility to communicate feedback calmly and reasonably and not as an accusation. We should also listen to their reasons for their actions as it makes them feel understandable.

Creating an environment where feedback is a regular and accepted part of communication can make the process less daunting. Here are some ways to build such a culture: 1) Lead by Example: Model giving and receiving feedback openly and constructively. 2) Encourage Peer-to-Peer Feedback: Promote a culture where feedback is expected and valued among peers, not just from supervisors or managers. 3) Provide Training: Offer workshops or training sessions on how to give and receive feedback effectively. 4) Recognize and Reward: Acknowledge those who provide constructive feedback and those who take feedback positively and make improvements.

Feedback should be a two-way street. I remember facilitating a session where both parties shared their perspectives. This approach not only provided clarity but also fostered mutual respect and understanding.

I encourage open communication. I ask questions like, “How do you think that went?” or “What could be done differently next time?” This invites a two-way conversation and shows that I value their input.

We sometimes think of follow up only in the negative. However, thanking people for actions taken or progress made towards what you discussed is also positive. Let's not forget to celebrate wins.

Conquering fear when giving feedback to peers can be challenging, but with the right strategies, it can become manageable. An agreement on actionable steps that peers can take to address the feedback can be set up. Also reviewing progress and discussing any further steps needed can be done and mostly offering to help with resources or additional support if necessary is a nice add.

Following up shows commitment to the recipient's growth and reinforces the feedback. After giving feedback, I used to assume the issue was resolved. Realizing the importance of follow-up, I now set up a follow-up meeting to discuss progress and any challenges. This ongoing support helps in reinforcing positive changes and addressing any further concerns.

Following up after providing feedback is essential. This could involve setting goals, offering further support, or checking in to assess progress. Such follow-up reinforces your commitment to your peer’s development and underscores that the feedback is part of an ongoing supportive process, not an isolated incident.

Feedfoward is the best way to support improvement of individual skills for the professional success and development. As a leader of hr I always recommend it for the leadership members and to the staff I order to see it as their right and duties. And is is not about micromanaging but mentoring and growth

Don't provide unsolicited feedback to a peer who has a seemingly fixed mindset. The intention of providing feedback to a peer is to help him/her. So don't provide feedback to someone who is not keen to help himself/herself... However, provide feedback when it is sought. Now provide the feedback in a clear, purposeful manner without any fluff. Ensure you start the feedback conversation by mentioning the intent in a concise manner followed by the 3W method. Explain the what (what happened or what you observed), so what (the implication) and now what (the corrective action). Better to ensure that you are less directive & ask more questions.

Remember that feedback is the truth according to YOU and may or may not resonate with the receiver. Give the person permission to apply if it resonates and dismiss if it doesn’t. People are much more open to listen when they know you aren’t tied to their reaction.

Creating an environment where feedback is welcomed and valued is crucial. Encourage open and honest communication within your team or organization, and foster a culture of trust and psychological safety. When people feel secure and respected, they are more likely to receive feedback with an open mind and without defensiveness

Quiero compartir el modelo BEST para estructurar tu feedback: Behavior (Comportamiento): Describe objetivamente el comportamiento observado. Ejemplo: "He notado que en las últimas reuniones, has llegado tarde." Effect (Efecto): Explica el impacto del comportamiento. Ejemplo: "Esto retrasa el inicio de nuestras reuniones." Seek (Buscar): Busca la perspectiva del receptor. Ejemplo: "¿Hay algo que dificulte tu puntualidad?" Take Action (Tomar Acción): Acuerden acciones concretas para mejorar. Ejemplo: "¿Podrías planificar tu agenda para llegar a tiempo?" Usar BEST facilita feedback claro y respetuoso, promoviendo un ambiente de crecimiento y confianza. Incentivemos su uso para mejorar nuestras interacciones laborales.