Introduction: The First Step in Mastering Feedback

Welcome to the first post in our three-part series on mastering the art of giving feedback in the workplace. Whether you’re a seasoned manager or an emerging leader, understanding the philosophy of feedback is crucial to fostering a culture of growth and excellence. Feedback isn’t just about correcting mistakes—it’s a powerful tool that, when used effectively, can transform your workplace culture.

The Core Philosophy: Why Feedback Matters

Feedback is the foundation of continual improvement—it’s not simply a talk. Dale Carnegie stresses the value of genuine gratitude and support in his classic book How to Win Friends and Influence People. When given thoughtfully, feedback enhances performance and builds bonds with others. It’s important to concentrate on the person’s personal development rather than just quick behavior modification.

Feedback vs. Criticism: Understanding the Difference

One of the most common mistakes in the workplace is confusing feedback with criticism. Feedback is constructive and future-focused, aimed at helping the recipient grow. Criticism, on the other hand, often points out flaws without offering a path forward. In The 7 Habits of Highly Effective People, Stephen Covey teaches us to “seek first to understand, then to be understood.” This principle applies perfectly to feedback—by understanding the perspective of the person you’re addressing, your input becomes a tool for growth rather than a source of resentment.

Exercise: Think of a recent situation where you gave or received feedback. Was it constructive or critical? Reflect on how you could have approached it differently to make it more growth-oriented.

The Human Element: Care, Not Just Feedback

In today’s fast-paced work environment, forgetting the human element in feedback is easy. Kim Scott’s Radical Candor idea emphasizes the value of being genuinely compassionate and frank in criticism. Workers must believe that their welfare, not their output, comes first. Feedback that is given with sincerity can spur both professional and personal development.

Example: Consider a scenario where an employee consistently misses deadlines. Instead of simply reprimanding them, take the time to understand any underlying issues and offer support. This approach addresses the problem and shows that you care about their success.

In the book Nine Lies About Work: A Freethinking Leader’s Guide to the Real World by Marcus Buckingham and Ashley Goodall, Truth 5 states, “People need attention.” This concept challenges the traditional idea that people primarily seek positive or negative feedback to improve their performance. Instead, the authors argue that people genuinely need attention from their leaders or colleagues.

In this context, attention is about being noticed, appreciated, and valued as an individual rather than merely being critiqued or praised for specific tasks. The authors suggest that when people receive regular attention—particularly positive attention that highlights their strengths—they become more engaged, motivated, and productive. The focus on attention emphasizes the importance of consistent and personalized interaction, which helps individuals feel recognized and connected within their work environment.

The Role of Emotional Intelligence in Feedback

Emotional intelligence (EI) is critical in receiving and interpreting feedback. In his book Emotional Intelligence: Why It Can Matter More Than IQ, Daniel Goleman highlights how high EI enables leaders to deliver resonant feedback. Understanding and managing your emotions, as well as recognizing and influencing the feelings of others, can make your input more impactful.

“As much as 80% of adult ‘success’ comes from EI, not IQ.” — Daniel Goleman

Feedback as a Continuous Process: Building a Feedback-Rich Environment

Performance evaluations shouldn’t be correlated with an annual feedback session. Instead, they should be a continuous procedure that is a part of everyday life. An atmosphere that values feedback promotes transparency, ignites creativity, and produces superior results. Regular check-ins and feedback meetings can significantly impact how well your team performs.

Example: A tech company implemented weekly feedback sessions, during which team members could share what went well and what could be improved. Over time, this practice led to a more cohesive team and higher levels of innovation.

Scene: A small meeting room at a tech company. Alex and Jordan are wrapping up a weekly feedback session.

Alex: “Okay, that was a solid discussion today. Before we wrap up, is there anything specific you think we could improve for next week’s sprint?”

Jordan: “Yeah, actually. I noticed we had a bit of a bottleneck with code reviews this week. There were a couple of times when the reviews piled up, and it slowed down our progress. Maybe we could set aside dedicated time blocks for code reviews so they don’t get pushed aside when we’re deep into other tasks.”

Alex: “Good point. I noticed that, too, especially on Wednesday. It felt like we were all scrambling to get things reviewed before the end of the day. I’m on board with setting up specific time slots. Maybe we could rotate who’s on ‘review duty’ each day, so it’s more evenly distributed?”

Jordan: “I like that idea. It would help us avoid the end-of-day crunch and ensure we all stay on top of it. Plus, it’ll give everyone more breathing room to focus on other daily tasks.”

Alex: “Exactly. Let’s propose that in our team meeting tomorrow and see if everyone’s on board. I think it could really smooth out our workflow.”

Jordan: “Agreed. And speaking of things that went well, I wanted to mention our brainstorming session on Monday for the new feature. How you facilitated that—keeping it open-ended at first but then narrowing it down—helped us develop some creative ideas. I think it’s why we landed on that innovative solution so quickly.”

Alex: “Thanks, I’m glad you found it helpful! I think the energy in the room was great, too—everyone seemed really engaged. We should definitely keep that format for future brainstorms.”

Jordan: “Definitely. I feel like these weekly feedback sessions are really paying off. We’re catching issues before they become bigger problems, and it’s been great to have this space to talk about what’s working, too. It feels like we’re all more in sync and able to innovate more because we’re not getting bogged down by the little stuff.”

Alex: “Absolutely. The regular check-ins are making a difference. I’ve noticed that everyone’s more open to sharing ideas, and it’s like we’re constantly tweaking things for the better. Let’s keep this momentum going!”

Jordan:
“For sure. I’m looking forward to seeing how the changes we discussed today play out. It feels good to be part of a team that is always improving.”

Alex: “Same here. Alright, let’s lock in those code review slots and prepare for tomorrow’s meeting. I’ll send out a quick summary of what we discussed today so we can keep track of our progress.”

Jordan: “Sounds good. Thanks, Alex!”

Alex: “Thank you too, Jordan. See you tomorrow!”

Practical Application: Embedding Feedback in Daily Routines

It’s essential to have practical strategies in place to integrate feedback effectively into your workplace culture. Techniques like the “Start, Stop, Continue” retrospective encourage teams to continuously reflect on their performance and make adjustments. This exercise promotes a culture of feedback and empowers employees to take ownership of their development.

Understanding “Start, Stop, Continue” Retrospective

The “Start, Stop, Continue” framework is a structured approach to feedback that is typically used during team meetings, project debriefs, or even one-on-one sessions. This exercise asks participants to consider three critical aspects of their work:

• Start: What should we start doing that could improve our processes, enhance collaboration, or drive better results? This encourages proactive thinking and introducing new ideas or practices that can benefit the team or organization.
• Stop: What should we stop doing because it is counterproductive, outdated, or hindering progress? This aspect of the retrospective challenges the team to critically assess existing behaviours, processes, or practices that may hold them back.
• Continue: What should we continue doing because it has been successful or aligns with our goals? This focuses on recognizing and reinforcing positive behaviours, processes, or practices that contribute to the team’s or organization’s success.

Practical Benefits of the “Start, Stop, Continue” Retrospective

1. Promotes a Culture of Continuous Improvement: By regularly engaging in the “Start, Stop, Continue” exercise, teams embed a continuous improvement mindset into their daily work. This process normalizes seeking and giving feedback, making it an integral part of the team’s rhythm rather than an occasional or reactive measure.
2. Empowers Employees: This framework gives every team member a voice, allowing them to contribute to the conversation about what’s working, what’s not, and what could be done differently. This empowerment fosters a sense of ownership over both individual and collective development, as employees feel their insights and experiences are valued and considered.
3. Encourages Constructive Feedback: The structure of “Start, Stop, Continue” naturally leads to balanced and constructive feedback. It avoids the pitfalls of feedback that might be overly negative or vague by ensuring that conversations include positive reinforcement (Continue), critical assessment (Stop), and forward-looking ideas (Start).
4. Enhances Team Alignment and Cohesion: The exercise helps to ensure that everyone is on the same page by regularly discussing and aligning what the team should start, stop, and continue doing. This alignment reduces misunderstandings and helps to focus the team’s efforts on shared goals.
5. Adaptable to Various Contexts: Whether used in project retrospectives, quarterly reviews, or informal team check-ins, the “Start, Stop, Continue” method is highly adaptable. It can be applied in different settings—whether with a small project team, across departments, or even company-wide—to gather insights that drive improvement.

Implementing “Start, Stop, Continue” in Daily Routines

To fully integrate this feedback mechanism into your workplace culture, consider the following practical steps:

• Regular Scheduling: Incorporate the “Start, Stop, Continue” exercise into your regular meeting cadence, such as weekly team meetings, monthly project reviews, or during sprint retrospectives in agile teams. Consistency is key to embedding this practice into the team’s routine.
• Inclusive Participation: Ensure that all team members have the opportunity to contribute. This can be facilitated through anonymous submissions before the meeting or structured round-robin discussions during the session. The goal is to create an environment where everyone feels comfortable sharing their thoughts.
• Action-Oriented Outcomes: After identifying what to start, stop, and continue, it’s crucial to translate these insights into actionable steps. Assign responsibilities, set timelines, and follow up on the agreed-upon actions in subsequent meetings to ensure accountability and track progress.
• Leadership Involvement: Leaders play a crucial role in modelling the importance of this exercise. By actively participating and responding to feedback, leaders can demonstrate a commitment to continuous improvement and create a safe space for open communication.
• Documentation and Review: Record each “Start, Stop, Continue” session to track recurring themes, progress, and outcomes. Reviewing past sessions can provide valuable insights into the team’s development and help refine strategies.

Exercise: Try implementing a “Start, Stop, Continue” session at the end of your next project or quarter. Encourage your team to identify behaviours to start, stop, and continue based on their experiences. This simple yet powerful exercise can significantly improve team dynamics and performance.

Cultivating a Feedback-Driven Culture: A Long-Term Commitment

Creating a culture where feedback is valued and expected takes time and consistent effort. Leaders must model the behaviour they want to see, providing regular, thoughtful input and encouraging their teams to do the same. By committing to a feedback-driven culture, organizations can unlock their team’s full potential and drive long-term success.

Call to Action: Are you ready to harness the astonishing power of feedback in your workplace? Start today by incorporating these principles into your daily interactions and watch your team’s performance soar.

Conclusion: The Foundation of Effective Feedback

As we conclude this first part of our series, remember that effective feedback is rooted in a genuine desire to see others grow. By understanding the philosophy behind feedback, distinguishing it from criticism, and incorporating emotional intelligence, you can create a culture where feedback is welcomed and eagerly anticipated.

Stay tuned for the next post in this series, where we will dive into practical techniques for giving feedback that resonates and drives change.
David Gousset