It’s rare to find a peer or manager that gives you regular and honest feedback. There are many reasons for this, including lack of time, structure, and often: uncomfortable for all parties involved. However, inadequate feedback can keep players from developing into championship-winning teams.
There are many ways to provide feedback. A great coach provides constant feedback hundreds of times in an hour. On the other hand, a corporate exec might only have the opportunity to give feedback on her 1:1 (one-on-ones) with her direct reports once every quarter or year.
Coaches and executives are not the only ones that can provide critical feedback. In addition, peers can provide valuable feedback that may not be available to the manager or leader of the team, simply because they don’t have the same visibility. Sometimes, it’s behaviours and attitudes revealed outside of the office or pitch that may be worth exploring; the stuff you learn when you go out for a pint of Guinness.
This article aims to answer the following questions:
- What is a change-management tool?
- What is Start, Stop, Continue?
- What are some best practices?
- Is it right for you and your team?
Definitions
What is a change-management framework?
Typically, a change-management tool is an application, but can also be a framework, to drive organizational change.
What is Start, Stop, Continue?
A change-management framework that provides peer-to-peer feedback. Essentially, participants tell one another:
- One thing you should start doing
- One thing you should stop doing
- One thing you should continue doing
Best Practices
Approach
- Opt for small groups.
Larger than 7-8 members in a group can be a daunting and clumsy exercise. - Carve enough time.
It would be a shame to start the process and end before everyone has an opportunity to participate. - Focus on one person at a time.
Each participant provides their feedback to one person. Once all participants have spoken, move on to the next person on the left. - Be radically transparent.
Have courage and speak with kindness. Holding back won’t help the person or the team.
Providing Feedback
- Always provide feedback live and not in written form.
Whatever you have to say, say it to the person directly. That said, have your thoughts written out in advance. Don’t rely on memory, and never talk off the cuff. - Provide the most critical point for each.
For example, you may have three recommendations for the person to stop doing. Choose the most important point that you believe will make the most difference. Don’t rob the person from getting this vital insight by being cowardly. - Be polite and considerate.
This exercise is not an opportunity for you to thrash into someone, but rather, gently and kindly give them the information they need to become better. - Be concise and honest.
Don’t beat around the bush and tippy toe around the point. See example below:
“Sometimes, I think, you can perhaps, when it makes sense, to um, you know, be more considerate about others by, you know, um, maybe leveraging — hey, btw, have you heard of…”
“Please stop interrupting others
when they speak.”
Receiving Feedback
- Leave your Ego at the door.
You’re here to better understand your peers’ realities, not impose yours. - Don’t interrupt.
Let the person providing feedback have the floor without interruption. If you have clarifying questions, save them until the person has finished, which leads to the next point. - Have empathy for the person providing feedback.
It can be more uncomfortable giving feedback than receiving it. We’re hardwired to want to have people like us; giving feedback can feel both foreign and unnatural. - Be thankful
Thank each person for their feedback. Be genuinely polite and considerate.
- Not all members are qualified to provide critical feedback. Perhaps a new intern can give the CEO valuable insight into her performance or behaviour, but likely not. Feedback should be between peers that work together often.
- When receiving feedback that goes against your grain – what’s natural to you, you may want to take the recommendation with a grain of salt. For example, you’re a sales executive with solid people skills. However, you’ve received feedback to focus on being more organized. This feedback may be valuable in isolation, but not if it’s at the cost of being great at your primary role. We’re all built differently. We cannot be the best at everything.
- Take notes on paper. Close your laptop; it’s distracting for everyone and hides your face. When you do take notes, be mindful that you ask the person to pause, if needed, so you can adequately write your notes and get back to focusing on them.
Is it right for your team?
Start, Stop, Continue is not an exercise for the faint of heart. Leaders, managers, and participants must be humble, hungry, and emotionally smart.
- Humble enough to leave your Ego at the door and take feedback with grace and gratitude.
- Hungry enough to yearn for critical feedback, desire to improve, and want to win.
- Smart enough to navigate the potential awkwardness and discomfort.
More important than the question of “is this right for your team?” is the question: “Are you capable of successfully navigating the emotional messiness that may arise?” If so, the rewards are tremendous, bringing you and your team one step closer to a championship victory.
