The Feedback Framework
Learn from feedback
The book provides a framework for understanding and working with feedback, including the challenges of receiving feedback and how to use it for growth and improvement. The authors argue that the key to effective feedback is not the giver, but the receiver, and that creating 'pull' by mastering the skills required to drive one's own learning is more important than 'push' from the feedback giver.
- Feedback is not just about improvement, but also about learning and growth.
- The receiver is the key player in the feedback process.
- Creating 'pull' by mastering the skills required to drive one's own learning is more important than 'push' from the feedback giver.
- Understand the challenges of receiving feedbackRecognize that receiving feedback can be difficult and that it's not just about improvement, but also about learning and growth.Pro tipBe open to constructive criticism and try to separate your self-worth from the feedback.WarningDefensiveness and resistance to feedback can hinder growth and improvement.
- Identify your triggersBecome aware of your emotional triggers and how they impact your ability to receive feedback.Pro tipTake time to reflect on your triggers and how you can manage them.WarningUnmanaged triggers can lead to defensiveness and resistance to feedback.
- Create 'pull' by mastering the skills required to drive your own learningDevelop the skills required to drive your own learning, including recognizing and managing your resistance, engaging in feedback conversations with confidence and curiosity, and finding insight that might help you grow.Pro tipPractice active listening and ask questions to clarify the feedback.WarningWithout 'pull', feedback may not be effective in leading to growth and improvement.
Margie receives a 'Meets Expectations' performance review, which she feels is unfair and inaccurate. She becomes defensive and resistant to the feedback.
Rodrigo receives a 360-degree feedback report that he finds confusing and unclear. He becomes frustrated and disengaged from the feedback process.
The authors, Douglas Stone and Sheila Heen, have worked with clients across continents, cultures, and industries, and have noticed that feedback is a common challenge for both givers and receivers. They have developed this framework based on their experience and research.