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The GAIN Model
Providing performance feedback can be a
daunting task, both for the giver as well as the receiver. Although
most employees tell us they want the feedback, managers usually report back
a hesitation because they don't want to hurt anyone's feelings or get
confronted with a hostile conversation. Therefore, performance
feedback requires clarity, organization, tact, and skill.
The
framework below is designed to provide a guide for delivering objective,
supportive feedback in a constructive manner. It can be used for both
motivational (good, constructive, positive feedback) and developmental
(correctional, negative, bad feedback).
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Goal |
State the goal or
expectation. You can use your organization's performance metrics,
a sales goal, or developmental goal from the employee's performance
review. Opening with the stated goal creates clarity and
consistency for future conversations as well. |
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Action |
Give the action you
observed that you are either commending or condoning. Be sure that
your description is behavioral and not an impression or generalization.
You should be able to observe, measure, and repeat the action you
describe. That is how you will know it is a true behavior.
Behavior Finder
How do you know it's a behavior?
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DATE & TIME STAMPING
Giving behavioral feedback
is key in refining or encouraging behavior. As such, you should be
able to date and time stamp the actions you discuss. |
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Impact |
Present the impact of the
behavior. The impact can be either positive or negative, a loss or
gain. It does not need to directly impact you, the feedback
provider. It can, and many times will, impact others including
customers, shareholders, vendors, team members, or the organization as a
whole.
Negative Feedback
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Provide
the
BENEFIT OF THE DOUBT
for negative feedback. Most people do not intend to behave
poorly or inappropriately. Acknowledge this by communicating that
the feedback receiver had no ill intent. This also communicates a
sense of support to the feedback receiver. |
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New Behavior |
Begin a conversation
around new behaviors. We recommend you do this by asking the
feedback receiver to come up with a solution as opposed to telling him
what to do. We have found that once you present a person with the
feedback, they are able to figure out the best course of action
instinctively. And, when you ask them, you gain their buy-in
creating a more long-term behavioral affect. |
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