Building a Feedback-Friendly Culture

Feedback is only effective when it is understood and when the person receiving feedback is receptive to it. Fortunately, this is something that you can establish within your culture. 

To get your team on board, a question you can ask them is, “If I were to notice something that I think would help you, would you be open to hearing it?” Not only does this reiterate the point of feedback, which is to help the individual improve, not to tear them down, but it also invites the feedback conversation and reduces their defensiveness when you bring something up. They are aware that you will be observing them and offering advice, and they have agreed that it would be beneficial to receive that feedback.

You are not doing your team any favors by sugar coating your feedback or avoiding difficult conversations. When you want the best for your team, you will do everything you can to help them build upon their skillset, confidence, and resilience. This means reinforcing positive behaviors and addressing any behaviors that may need to change. This conversation is not about the individual themselves, which means you need to deliver the feedback objectively.

The model for doing this is called the B-FIRM Model. The “B” stands for behavior. State plainly what the observed behavior is. The “F” stands for the feeling that the behavior produced in you, and you alone. Do not speak for anyone else but yourself when stating the feeling. The “I” is the impact that the behavior had. For example, “When you did not respond to my email (the behavior), I felt frustrated (the feeling) because I asked for an update on the project, and it delayed the team because I could not give them further instruction without your response (the impact).”

The “R” in the model represents reflective listening. This is when you allow for the individual to explain the behavior that led to this negative impact. You can ask questions, such as, “Can you walk me through what happened that led to this result?” and then, “At what point could you have done something differently?” Finally, you can ask, “What will you do next time?” These questions establish accountability and enforce their sense of ownership of the behavior.

The final letter of the B-FIRM Model stands for “My Expectations.” If the individual does not recognize where they went wrong or what they should change, then you would explain what your expectations are moving forward. Then, evaluate the changes they make and point out what they are doing right. Positive feedback is just as important as constructive feedback. It increases morale, ensures continued productivity, and prepares them for any additional insights you may have for them.

As a leader, it is important to establish a feedback-friendly culture because feedback accelerates professional growth, creates accountability, and drives productivity. Whether you implement the B-FIRM Model or create your own system for delivering regular feedback to your team, make sure the conversation is rooted in trust and conveyed as a way to help them improve. When feedback becomes a consistent part of your culture, it stops feeling like criticism and starts feeling like a tool for growth.

-Meghan Slaughter