When you speak from the heart and with compassion, you don’t need a feedback model. “Jane, do you have a second? I only caught the end of your conversation with Alan, but it sounded like you were upset.,Can you fill me in?” “He told the whole team I was late with my status report but I wasn’t. So I laid into him.” “OK. Do you think your comment will help the situation, or your relationship with Alan?” “I don’t care. I’m so tired of that guy criticizing my work.” “I get why you’re upset. Anyone would be. Let’s talk about some ways to deal with Allen’s unfair criticism without making it personal. Does that sound good?” “OK, thanks. I just get so angry.” “For sure. We’ll work through it together. Don’t stress. It’s all learning, Jane.”

BOOST when combined with the the Crap Sandwich model in delivering feedback, helps both parties involved in this discussion. It helps the person delivering the feedback to think of positive points / aspects / tasks the person receiving the feedback performed. And this helps balance the overall mood of the conversation.

Very beneficial model for managers as it contains the main skills necessary to lead a team and set a role model. Based on my experience, managers often lack the "Balanced, Objective and Timely" elements in their leadership which lead to conflicts and discontentment.

When you carefully couch your recommendations in a little package made up of praise at the beginning and the end, you’re not being honest. It feels manipulative. Don’t do it! If you have to tell an employee that you appreciate them in order to give them a suggestion about something they could do better, you haven’t established enough trust with them. As an alternative, just tell them what you’re concerned about. Ask them whether you understand the situation clearly, because you may not: Hey Alex, was there a problem in the presentation yesterday? Yeah, there was. Marketing gave me an old version of the video. How do you normally check that before a client meeting? I usually don’t. Should I? Absolutely, make your life easier. Ok.

Another powerful aspect if combined with Balance, will help drive a better experience. A mew school of thought is to define the strength areas for the individual and actually push them to mastery in these areas, research has shown that when driving to mastery in specific scopes / areas, you reach higher performance levels on the areas you are lacking in. This concept is under the topic of Key-Stone Habits. Where there are some cornerstone habits, that if mastered, other habit will come naturally and fall in line as a result of this zoomed in focus on the keystone habits.

When you talk to them be very clear about the specific aspect of the work assignment your giving feedback about as early in the conversation as possible. Lead with your understanding, and the questions that came up for you about their process and ask why they took the approaches they did. Keep in mind, your way is not the only way and being overly critical can result in reduced engagement and trust.

You’re not going to observe everything your team members do or say. You’re going to hear a lot of stuff from other people that could be useful to the folks on your team. That’s why you don’t jump to conclusions. You don’t say, here’s what I heard, and therefore, you need to do something differently. You ask questions. How did it go with the launch? I heard there was a glitch with the monthly reporting, what’s your take? How was your call with national accounts yesterday? What did you think about the product meeting?

A beneficial concept here comes from the Book “Crucial Conversations: for when the stakes are high” the book sheds light in the concept of “the common pool of understanding” where you create mentally between you and others a common pool where you all agree on certain wins / values / outcomes etc. This common pool insures that all parties have a stake in the conversation, then building on that, you share your feedback reflecting on the perceived result of the actions that took place. Meaning you talk about how the actions made you feel, this removes the attacking or assumption aspect from the feedback, and will push the receiver to not be defensive since you are not attacking their actions you are reflecting on how these actions impacted you

You don’t want to give feedback that is arbitrary but my goodness, you also don’t want to start shoving numbers in someone’s face saying, You’re not hitting the numbers. We all know there are tons of good reasons why employees don’t hit their formal goals, and most of those reasons have to do with management – not with employees themselves. Ask a question! How are you doing on those KPI’s? Let’s talk about the numbers tomorrow and what we can do to get them up. The words you use are less important than your tone of voice, and the subtext: I am here to support you. I’m not here to bust you, get you in trouble or threaten your job. We share feedback outside of work all the time. Bring the same human energy to your feedback at work.

After taking time to reflect on any culture, age, gender, or other differences that may be influencing your desire to engage this person and give feedback be sure to balance your feedback with curiosity! More questions for introspection include: - What beliefs do I hold about my relationship to this person? Do I feel any paternalistic impulses or feelings? - Do I feel resentment? What is the story I'm telling myself about how I noticed this need for feedback? - Do I perceive our personalities as similar or different? Is my feedback about the work or who they are as a person?

How would you know how to fix a problem you don’t yet understand? Ask questions until you understand the problem. Only then can you and the employee you are talking with devise solutions. It’s arrogant to assume you know the answer before you’ve even talked with a person who is experiencing the problem. Let go of the idea that you are the boss and have all the answers. It’s so much easier when you realize that the best answers will emerge in the moment from a warm and collaborative conversation.

Keeping the feedback to no more then 3 key actions walking away is vital, as we are asking people to make meaningful and impactful changes to the way they work. Though these need to be collaborative, comming out of the conversation. If we are seen to be mandating these actions, In my experience that are seen as a "bossy boss getting their way" which leaves the actions on the floor. Instead when they are come up with together as a united front they are far more likely to be lived into. During this piece we also want to make sure the feedback is specific to the person even if there are multiple people completing the same job, not everyone feels the same comfort levels, not everyones competency is the same. This is specific to them.

Yes, and this is a great argument against doing performance reviews altogether. There’s nothing worse than sitting down with your manager in May and hearing about a mistake you made last October.

When I was managing people I discovered their ability to retain the details in the work completed lasted just over a week unprompted, and maybe a month if they kept good notes/journalling. This is why short but often checks in's, is a great way to manage the gaps we are looking to fill. Additionally, giving your people a heads up when this conversation is happening with as much visibility also empowers them to bring their thoughts and notes to the conversation, again promoting healthy conversation, a 2-way street. This also ensures that they themself are in a place to really hear and receive the feedback.

Sharing stories of feedback that you have received and really made a difference in your performance, this is a great part and people will be more open to action your feedback if they can relate to you as a person who went through it before.