The purpose of feedback is to identify specific actions or behaviors on the part of a person or group in order to encourage more of or less of that action or behavior in the future so that we might mold future actions or behaviors toward a vision or goal for the future of that person or group. In other articles we have discussed the importance of feedback and described what feedback looks like. In this article we will describe the specifics of those actions and behaviors that should be the focus of feedback.

A simple “thank you” or “nice job” can have great value, but if that is where you stop, then you have missed the opportunity to shape the future. People appreciate affirmation; they might appreciate challenges. But general statements, while generating some emotion, don’t have much impact on future performance. Feedback, to be effective, needs to identify specific action or behaviors. We might identify specific actions or behaviors to be repeated or discontinued or we might identify these specifics as examples of the sorts of actions or behaviors that we want continued or corrected. Either way, pointing out specifics clicks a switch, so to speak, in the recipient’s brain, as opposed to a general statement that tends to float in and out.

We often say, “Feedback is best served warm”, meaning that the more immediately it is provided, the better it is recognized and internalized. For example, identifying the specifics of a particular presentation as the meeting ends or as you walk out the door with the presenter has much more value than feedback a day, week, or month later. Again, it is a matter of what sticks in the brain. Immediate feedback can easily be recognized and linked with the action or behavior in the mind of the recipient rather than searching the mind for a recollection of that specific thing.

Feedback that identifies specific action or behaviors with clarity can provide great benefit, but only when we also identify the impact. This impact might be positive or negative. It is best if the impact includes both your personal reaction and the link to a larger vision or goal, either an organizational vision or a vision for the feedback recipient.

Now, finally, to the focus of the feedback. As we talk about feedback, we continually refer to specific action and behaviors. The best way to demonstrate the focus of feedback is to provide some examples, including some poor examples and some better examples. Here I will focus on making it specific, with the assumption that in actual practice the identification of the specific action or behavior is the first part of a sentence or a discussion that goes on to describe personal impact and organizational impact as well as expectations for the future (see Three Steps to Effective Feedback for more on the content of the process).

Not poor feedback but rather better feedback by being specific.

Not “nice presentation” but rather “the logical flow of your slides” or “the way that you laid out the last three slides” or “the confidence in your voice” or “the stories that you told that captured our attention”, etc.

Not “your presentation left a lot to be desired” but rather “the ‘hmm’s’ and ‘ugh’s’ as you speak make you sound unsure” or “slides 3 and 5 had too much info to digest” or “it seemed like you steamrolled over Tom’s questions”, etc.

Not “nice job” but rather “I saw the way that you were careful in packing that customer’s purchase” or “thanks for spotting that out of spec part and stopping production” or “your production is up by 25%”, etc.

Not “you have a bad attitude” but rather “I noticed that you spoke to Mary in a demeaning and disrespectful way” or “I noticed you rolled your eyes when I spoke to you” or “you seem to be angry lately”, etc.

Not “you have a good attitude” but rather “I appreciated that you were the first to volunteer to stay late” or “I saw the way that you encouraged the rest of the team” or “the way that you engaged with that customer brought a smile to their face”, etc.

The more specific that we are in feedback, the better the recipient will understand the actions or behaviors that we are hoping to encourage or discourage. Specificity also makes it obvious that we are noticing and that the feedback is sincere. Therefore, our feedback will be more effective, assuming that it includes the other two steps of identifying the impact and setting expectations.

How effective is your feedback? Are you noticing and identifying specific actions and behaviors?