Poorly Delivered Peer Feedback: A Case Study of What You Shouldn’t Do
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Abstract
Peer feedback is an integral component of professional development, but poor delivery can have negative consequences. This case study explores the impact of poorly delivered feedback on Robert, a colleague who was tasked with delivering sensitive feedback. Robert's delivery was subpar, leading his colleagues to question his trustworthiness. This case study highlights the importance of timely feedback and the need for reviewers to provide additional feedback, rather than just focusing on flaws or mistakes.
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Case
Robert, a senior executive, was tasked with delivering feedback to a colleague, Scott, regarding a sensitive issue. However, the delivery of the feedback was poorly executed, causing Scott to feel demotivated and angry. Scott's negative response to the feedback spread throughout the organization, leading to questions about Robert's trustworthiness and his ability to provide constructive feedback.
Upon further investigation, it was discovered that the feedback was not delivered in a timely manner. In fact, it was delivered well beyond the recommended one-month time frame. This lack of timely feedback made the feedback irrelevant and ineffective. Additionally, the peer feedback system at the organization was inflexible, with little opportunity for reviewers to provide additional feedback beyond what was requested.
This case study highlights the importance of timely feedback delivery and the need for a flexible peer feedback system that allows for additional feedback. By allowing reviewers to provide a more holistic view of the situation, recipients can gain a better understanding of their performance and take action to improve. Moreover, the case demonstrates how poorly delivered feedback can have a negative impact on one's reputation and credibility.
This case study is intended to serve as a lesson for organizations that rely on peer feedback as a means of professional development. It stresses the importance of timely delivery and the need for a flexible and comprehensive feedback system. The case offers insights into how to avoid mishaps in feedback delivery and how to create a feedback culture that is productive and beneficial for all.
What Robert Should Have Done Instead
When providing feedback, it's essential to ensure that it's timely and constructive. Timeliness is key because feedback that's delivered too late may no longer be relevant or may have less impact. Constructiveness is important because it helps the recipient understand what they did well and what they can improve on, without feeling attacked or demotivated. Here are some tips for providing feedback in a way that's timely and constructive:
Be direct. Being direct means that the feedback giver is clear and concise in their communication and does not use vague or ambiguous language. This allows the recipient to clearly understand what is expected of them and what they need to do to improve. Avoid subtle hints or passive-aggressive comments. Subtle hints or passive-aggressive comments can be confusing and may not be taken seriously by the recipient.
Give examples. When giving feedback, provide specific examples of what the recipient did well and what they can improve on. This helps them understand exactly what you're referring to and how they can improve.
Focus on the behavior, not the person. When giving feedback, focus on the specific behavior or action that needs to be addressed, rather than making it personal. For example, instead of saying, "You're lazy," say, "I noticed that you missed your deadline last week. Is there anything I can do to help you meet your deadlines in the future?"
Explain the impact. The feedback giver should clearly explain how the recipient's behavior is affecting others or the organization and why it is important to make necessary changes. It helps the recipient undersatnd what is at stake, how it affects others, and focuses on outcomes.
Be timely. Feedback should be delivered as soon as possible, preferably within 24-48 hours of the behavior or action being addressed. This helps the recipient understand the impact of their actions and make necessary changes before the behavior becomes a habit.
Follow up. After giving feedback, follow up with the recipient to see how they're doing and offer additional support or guidance as needed. This shows that you care about their success and are committed to helping them improve.
Summary
Managers should care about giving employees feedback in a timely and constructive manner because it helps employees improve their performance, feel valued and appreciated, creates a culture of continuous improvement, and helps build better relationships between managers and employees. By prioritizing feedback, managers can help create a more engaged and productive workforce, which ultimately benefits the organization as a whole.
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