Micro-Feedback for Macro-Impact

Adapted from my article first published with Forbes in July 2021

Photo by Saeed Karimi on Unsplash

We need to get back to the honesty that connected us early on … 

Feedback systems in most workplaces are currently broken. HBR reports, “ … it’s still broken and has become a political and bureaucratic battlefield.  Part of the reason it doesn’t work, in our view, is that all the power still rests with the boss. Additionally, the end-of-year performance review often becomes a negotiation around compensation and promotion rather than a true development discussion.”  

Imagine switching performance reviews from the traditional 1-1 model (boss-employee) to an X-1 model, (many to me).  Imagine encouraging everyone to give and get feedback more frequently, just as teammates continually calibrate with each other to raise the level of play and outsmart the competition. Consider the following potential benefits:   

• Aggregating many perspectives provides broader, more plentiful information 

• Many providers foster just in time input, increasing relevance, specificity, application, etc.

• Increasing the frequency of getting feedback normalizes the activity and eases the tension

• Potential bias is decreased because each individual is less subject to single rater viewpoint

• Continuous, less formal feedback eliminates the last-minute rush of cycle-based reviews

• The routine of giving and getting feedback leads to comfortable personal self-improvement and an organizational culture of continuous improvement

Think Micro-Feedback for Macro Impact

Traditional performance reviews are often overwrought with standardized paperwork, detailed analysis, substantiation, rating justifications, etc.  In micro-feedback, we work toward clarity, brevity, and directness around small specific targets of professional performance. We trade documentation and formality, for frequency and informality, while still being caring and constructive.  Micro-feedback resembles the old-fashioned wisdom of Ken Blanchard in the One Minute Manger, “The best minute you spend is the one you invest in people.” In a peer-to-peer model we extend this thinking beyond manager hierarchy and amplify our investment in each other. The micro-feedback model creates a culture of continuous give and get; where it is the comfortable norm to seek feedback and give feedback, in service of improving ourselves, our peers and our work for the organization.  

Here’s how to make it work ---

Giving Micro-Feedback

As peers engage in the micro-feedback process, it is helpful to adopt a teammate mindset, helping to bring out the best in each other. Two helpful approaches are (1) focus on strengths, and (2) be specific and actionable.  Here are a few ideas:  

• Pump Up Strengths

  Peers can reflect strengths and help colleagues to build on their best traits.  Imagine helping a teammate with comments like:

  • I love it when you …

  • Your work today was great because …

  • Thank you for sharing X, and really expanding the team’s conversation …

  • You have great intuition on this.  Please keep sharing …

• Be Specific

  All feedback, from anyone, is better when it’s specific.  We can all work to refine our input and share an actionable piece of advice.  Consider these approaches:

• You made a great point with X, but the audience didn’t really understand.  Consider repeating it, reinforcing with a question, or saying it in multiple ways.

• Your presentation was filled with great information but adding an executive summary would have provided the context for better understanding.

• Here’s what I’m thinking, let me share this example to help clarify …

• I think you’re making great strides in this area.  You might want to observe X in action, she is a great role model for this technique.  I can connect you. 

• Timing is Critical

  Remember to lead with empathy, and sense how someone is feeling before providing feedback.  Their readiness to receive the input is just as important as your willingness to give it.  So, put yourself in their shoes, and find the best time for feedback. 

Seeking Micro-Feedback

Asking for feedback is perhaps the greatest lever in professional effectiveness and leadership development for your career.  We can’t deliver the best for others unless we understand the impact we are making.  Feedback unlocks the reality of our impact – and allows us to calibrate and improve.  Here are a few techniques to maximize getting effective micro-feedback:

• Target Specific Goals

  Generalized questions elicit generalized responses.  Q-“How did I do?” A-“It went well.” While encouraging, this response is not exactly helpful.     Rather, start with a specific ask based:  Q- Hey, I’m trying to improve my story-telling approach.  I would love your reaction after today’s meeting …”  

• Prioritize and Streamline

  Choose a single focus and aggregate multiple views for a set duration.  This way you can see patterns, track progress, and report results.  

• Try a Buddy System

  Trust is the basis of great feedback interactions.  Establishing reciprocity as “buddies” will begin a foundation of trust.  In addition, buddying-up can build accountability.  You remind each other of the need and value of micro-feedback. 

• Be Grateful

  Remember to thank all those who provide input.  It is an extra step in their day to invest their energy in your direction, so let them know that it counts.  

Effective feedback is more than a once or twice a year event.  If you think of career performance as a sport, an elite athlete seeks feedback with every interaction.  Improvement is their most pressing driver. Adopting a similar mindset, micro-feedback provides the input for fine-tuning.  This attitude of improvement and ability for constant refinement distinguishes the elite on the field and in the office.