How Good is Your Feedback?

As a team member or leader, one of the most important things you do is give feedback. When you let people know how they're doing, you give them the chance to change unhelpful habits, and you reward and cement positive behavior.

So, why do people have so much difficulty giving feedback? Perhaps it's because they're uncomfortable doing it, or because they don't feel that they have the skills to do it properly. Either way, they may put off making comments until a problem has become serious.

Use this survey to find out how well you give feedback, and to discover how you can give better feedback in the future. To score your survey use the following scale.
5= Very Often
4= Often
3= Sometimes
2= Rarely
1= Not at all

To interpret your score go to the following page.
http://www.quia.com/files/quia/users/mikehodge/Feedback_Score_Interpretation
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  1. When I give feedback, I listen to what my team member says, and try to
    understand his or her perspective and feelings.

    Very often
    Often
    Sometimes
    Rarely
    Not at all


  1. I refer my team members to our mission and vision statements, and let senior executives explain the company's overall direction and strategy. They do a much better job than I could.
    Very often
    Often
    Sometimes
    Rarely
    Not at all


  1. I familiarize myself with my/people's job descriptions, performance agreements,
    and performance reviews to prepare for feedback sessions.
    Very often
    Often
    Sometimes
    Rarely
    Not at all


  1. After I've given feedback, I leave people to make changes as they see fit.
    Very often
    Often
    Sometimes
    Rarely
    Not at all


  1. I see evidence that people act on my feedback.
    Very often
    Often
    Sometimes
    Rarely
    Not at all


  1. I refer to specific incidents instead of generalizations when I give feedback.
    Very often
    Often
    Sometimes
    Rarely
    Not at all


  1. I follow up on the feedback that I provide.
    Very often
    Often
    Sometimes
    Rarely
    Not at all


  1. I use statements that help people understand the impact of their behavior.
    Very often
    Often
    Sometimes
    Rarely
    Not at all


  1. I know what my team members are working on, and I visit their workspaces often.
    Very often
    Often
    Sometimes
    Rarely
    Not at all


  1. I give feedback that focuses on what people need to improve or change.
    Very often
    Often
    Sometimes
    Rarely
    Not at all


  1. I give feedback based primarily on my observations and feelings, and I don't gather other opinions or facts.
    Very often
    Often
    Sometimes
    Rarely
    Not at all


  1. I talk to the person directly, remain calm, explain how I feel, and say what needs to change.
    Very often
    Often
    Sometimes
    Rarely
    Not at all


  1. I assess my team members' individual developmental needs.
    Very often
    Often
    Sometimes
    Rarely
    Not at all


  1. I help my team members set clear objectives.
    Very often
    Often
    Sometimes
    Rarely
    Not at all


  1. I measure performance improvement with specific metrics.
    Very often
    Often
    Sometimes
    Rarely
    Not at all





Mike
Hodge Consulting Services
Galt, CA