THE TOOLKIT
The GAIN Model
Providing feedback can feel scary and intimidating, both for the giver as well as the receiver. Although most professional at all levels tell us they want feedback, people report a hesitation because they don’t want to hurt anyone’s feelings or get confronted with a confrontational or hostile reaction. Therefore, the ability to deliver feedback in a constructive manner, constructive meaning helpful not negative, is essential when delivering the message. The framework below is designed to provide a guide for delivering objective, supportive feedback in a constructive, helpful manner. It can be used for both praise (good or positive feedback) and improvement (correctional or negative feedback). There are four elements to the template with a couple of items added for increased receptivity.
- Goal: State the goal or expectation. You can use your organization’s performance metrics, SMART goal, KPI, SOP, 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 as sets the foundation and creates buy-in from the beginning. Rarely will an employee disagree with the goal. If they do, then perhaps a goal alignment conversation is in order.
- Action: Share 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. For example, “attitude” as in “you have a poor attitude” is not a behavior. It is a perception. However, interrupting, rolling of the eyes, or nay-saying could all be behaviors that demonstrate a poor attitude.
- Impact: Share the impact of the observed behavior(s). The impact can be either positive or negative, a loss or gain. It usually depends if you are providing praise feedback (positive) or improvement feedback (negative). It does not need to directly impact you, the feedback provider. It can, and many times will, impact others including customers, shareholders, clients, vendors, team members, or the organization as a whole. You can also tailor the impact to the individual to whom you are giving the feedback.
- BOD (Benefit of Doubt): This is a short 1-2 sentence statement shared with improvement feedback. It doesn’t excuse the behavior; it acknowledges that there was probably no ill-intent. It is a short phrase such as, “I don’t think that was the intent” or “I know it was unintentional.” This can help the feedback be received more openly. It helps save face, and usually reduces defensiveness or defiance.
- Next Action: Begin a conversation around new behaviors. The recommendation is to ask the feedback receiver to come up with a solution as opposed to telling them 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.
- Offer Assistance: This is another piece of the feedback that helps it to be received more effectively. Offer your assistance as a resource, sounding board, or just an extra set of eyes or ears. When you offer your help, it communicates your investment in others’ development and success.
Objectives
Feedback is important communication when trying to achieve results, collaborate with others, and develop careers. This communication template helps you organize your feedback to accomplish the following objectives:
- Structure your feedback for increased clarity and understanding.
- Share feedback in a conversational manner creating more discussion and engagement.
- Elicit input around action items and further development for improvement.
- Reinforce good behaviors and praise performance in an effective manner.