More Feedback…Please

For the last post of this month I want to share with you several options for providing feedback. You could call it a feedback system or process. I thought readers might want to try several of these systems over the course of a quarter or two and see which one(s) work for your style.

The main thing we have tried to uncover and share this month is how important it is to take the performance review process seriously and ensure the people that work for you have been provided specific feedback with regard to areas they are doing well and areas they can improve upon.

The *Sabrina Feedback System

  • Provide continual feedback between review periods
  • Give on the spot coaching when an employee is not measuring up
  • Prior to meeting with an employee, provide documentation ahead of time so they can review and prepare for the discussion

Set the employee up for long term success by providing:

  • Tools
  • Resources
  • Training
  • Support and Guidance
  • Timely Feedback


  • Surprise an employee with a correction in a review and have it be the first time they are hearing it
  • Focus on an employees weaknesses but balance the conversation with discussion about both strengths and gaps


The *Imelda Feedback System

Use the 2142 Formula

  • 2- Past year’s performance review
  • 1 – Current situation/picture
  • 3 – Future objectives – personally for the individual and the organization
  • 4 – Agree to the steps to achieve the results and outcomes stated and agreed


The *J.W. New Rules for Feedback

The review process should be a “non-event” – read…no surprises should come up

  • There are no surprises at the end of the year because comments and “teaching moments” are seized during the course of the year. If periodic, scheduled discussions more beneficially support recurring feedback for some people, then that’s an additional method to be used (monthly or quarterly)
  • Different people are optimally dealt with differently. It therefore is significant to figure it out for each direct report
  • Cover compliance; policies, regulations, rules, reporting, etc.
  • Systematic documentation so that again, there are no surprises at the end of the year – use documentation for the basis for not only the year end review but bonuses, attaboys, attagirls, stock option awards, other privileges and positive feedback – keep the documentation and feedback job related and no personal comments.

There you have it, some best practices in giving feedback by using various feedback systems.  We would like to hear your thoughts about the feedback system or process you use so please drop us a note.

*These are real people