“Fail fast, fail often”. Translate “Make mistakes fast, make mistakes often”. You know? This is the mantra of the Agile method whose underlying message is: the faster you make mistakes, the more you progress.
But before making a mistake and improving, we must act, propose. And then inquire about the result. In order to get… feedback. A mirror effect that allows you to iterate, move forward and develop!
If the practice of feedback can be a driving force in business, it is not always easy to put in place. Mistrust, fear of judgment and imposture are never far away. Accepting feedback also means taking the risk of confrontation. With its procession of negative emotions: frustration, anger, shame.
However, many Anglo-Saxon companies, for the most part, use feedback as a management and performance evaluation tool. And have implemented it on a regular basis with astonishing results on the dynamics of team change.
If there are several types of feedback, we look in this article on the most constructive way to give it.
Here are 7 benefits of positive feedback.
Positive feedback means “feeding back something positive”. It works like a mirror effect.
Well formulated, it allows the person you are talking to to become aware of their behavior, whether it be words or actions. Because it is thanks to the open and constructive gaze of the one who gives the feedback that we can access “this unknown part of ourselves but known to the other”, as underlined by the principle of the johari window in coaching
After positive feedback, we therefore leave better armed, aware of our strengths or to improve and strongly motivated to continue learning and growing.
“42% of employees do not feel recognized by their managers”
This is the observation made by the 11th Barometer of the Quality of Life at Work published by Malakoff Médéric Humanis.
Well-formulated positive feedback will highlight and enhance the qualities and skills specific to each person.
Signs of recognition that go beyond salary or status.
However, a person who feels more recognized in their skills will be better able to motivate themselves and commit to serving a collective project.
If each of us likes to receive praise, being able to give it is another thing.
First, because many managers struggle (or are reluctant?) to give positive feedback. Modesty, belief that we must press on weaknesses to progress, fear of giving too much importance to the other… The reasons are many and varied.
Then because even if you want to give more positive feedback to your employees, it is not enough to know how to compliment them.
The art of feedback is learned. Because it is not easy at the beginning to observe the facts but also to express his emotions and his needs.
Knowing how to give feedback requires mobilizing:
Essential skills in NVC (Nonviolent Communication).
Training managers seems from this point of view to be a necessity to master this complex tool and lead individuals towards performance.
Positive feedback is more than just a compliment. It must be:
For a delay, it is for example possible to say:
“Hello Pierre, we had an appointment at 2 p.m. I am angry because I had taken care to organize myself to be on time. It is important for me to decide on my organization. If you know you're going to be late, can you call me as soon as possible to let me know?”
Example: “I am delighted with your progress in data analysis! Thank you for your efforts."
No one likes to feel judged on their person. For example, after a presentation, starting with "I observed that" rather than saying "you didn't talk about" or "you forgot to..." allows you to challenge the person on concrete elements (which they don't often unaware) without pointing a finger at her.
Focusing positive feedback on strengths reinforces what is done well and stimulates recognition. A valuable lever for encouraging employee motivation.
If giving positive feedback during an annual interview or an individual interview is a good start, it is not enough.
Conversely, promoting regular feedback integrated into managerial practices at all levels of the company will place your teams in a positive dynamic
Continuous positive feedback, the basis of positive reinforcement, encourage gradually promote performance. A virtuous circle.
The regularity of the feedback will of course depend on the needs of each employee according to their skills, their type of position and their autonomy.
The issue of positive feedback in an organization is traditionally approached from the top down: from the line manager to the employees.
However, a manager can also solicit feedback from his team. The opportunities abound. For example, a presentation meeting can be a privileged moment to ask for feedback on:
The manager who then places himself in a dynamic of progress and on the same equal footing that its employees in terms of learning sets an example. He will strengthen his leadership with his team and foster a climate of mutual trust.
What if you tested positive feedback 2.0? Positive feedback 2.0 is the combination of the culture of feedback and digital in the company to:
Imagine the possibility of giving 360° feedback in a fluid and intuitive way thanks to a dedicated application accessible by everyone from their mobile?
Flashbrand allows you to continuously optimize exchanges and the circulation of information without waiting for the annual interview:
Thanks to Flashbrand, you put your employees in control of their development, performance and career.