When we think of feedback, we generally think of those one-to-one conversations in which we, as a leader, seek to nudge the performance of those around us towards some desired or expected model or standard of performance. Feedback is also appropriate and beneficial for teams.

Feedback for a team has the same characteristics as feedback for an individual. First of all, it requires that we pay attention and notice actions and behaviors. It has the same three elements: 1) it recognizes specific actions or behaviors, 2) it identifies the impact of those actions or behaviors, and 3) it sets an expectation for the future for more of, less of, or a continuation of those actions or behaviors. In most ways, feedback for a team follows the guidelines that we use for individual feedback.

There are a few specific additional guidelines that apply to feedback in a team setting. Those are mainly in regard to differentiating between individual and team actions and behaviors.

First of all, provide feedback regarding the team’s performance to an individual only when that individual is responsible for the specific action or behavior. Of course, it is always good to provide affirmation to the individual, such as “Thanks for being part of that team” or “You all did a great job on that team.” And if the specific individual is responsible for specific actions, behaviors, or results of the team, then it is appropriate to give feedback individually. For example, if one person was asked to lead the team but failed to do so, they need feedback regarding their leadership. Or if one individually was clearly responsible for generating the results of the team, recognizing that and encouraging continued results might be appropriate.

On the other hand, providing feedback, especially corrective feedback, to one individual for the joint effort of the team will often be seen as unfair and discouraging. Whenever the actions or behavior that we want to discuss is a team performance, the feedback needs to be given to the team.

The benefits to providing effective feedback to a team fall into three categories, as follows:

• Just as in one-to-one feedback, feedback for a team provides guidance for the team as to the behavior that we wish to see more of, less of, or continued in the future. The feedback should prompt the team to adjust the way in which they work together or in the results that they jointly produce as they proceed.
• Feedback for the team will have an impact on the future performance of each individual team member.
• Feedback for this particular team will impact the performance of future teams as the various team members find themselves in other team efforts and spread the expectations and advice received.

Providing effective feedback to a team may require a bit more effort. As an outside party that is watching over or responsible for the team, some keen observation is necessary to understand the dynamics in the team and to identify when certain individuals are solely or primarily responsible for the identified actions or behaviors. And there is a danger in attributing things inappropriately, either in giving credit wrongly or in placing responsibility on the team when an individual is the culprit or vice versa. An extra level of effort may be required to accurately assess and apply feedback appropriately for the team and team members. But the results can be of great benefit for the organization’s future.

Are you providing enough feedback to teams under your oversight? Are you appropriately distinguishing between individual and team actions and behaviors?