I'm trying to get a feel for whether the types of feedback I'm giving will be effective if I give feedback on the same behavior multiple times.

Does anyone give feedback more than once on the same "type" of behavior? It seems like a silly question when I write it; but it seems silly when I deliver the feedback (like the recipient is thinking, "Yes, you've said that about 20 times already!").

Right now, I'm only giving affirming feedback. I'm new to this team, and we're in a "Sustaining Success" situation; so I'm moving pretty slow to avoid any cultural conflicts.

I'm trying to give lots of feedback (team of 4, 2 - 3 times a day now overall; but looking for more).

It feels like some people do certain things exceptionally well (my tester is very detail oriented and is constantly showing that in his behaviors). I want him to keep doing those things, but don't want to "dilute" the value of my feedback by making it seem ridiculous.

Any input is greatly appreciated.

bflynn's picture

Yes of course we do. You absolutely should, IF you believe it will affect future behavior.

If you've given feedback multiple times and there is no behavior change, then you have a new topic to give feedback about. "when I give you feedback and you continue to do X,..."

It should go without saying that before you give feedback on not adjusting to feedback, do a quick check in the circles centered around your own desk. Some examples - Are you following the model? Did you read their DISC type right? Is your feedback reasonable? Yes? Then you've done your homework, give the meta-feedback.


akinsgre's picture

If you've given feedback multiple times and there is no behavior change, then you have a new topic to give feedback about. "when I give you feedback and you continue to do X,..."[/quote]

Understood. I've only been giving Affirming feedback so far. So I can give them feedback that they've continued to do what I say.

Still, I feel like at some point (where that point is, I'm clueless about) they should continue doing X without much feedback; and my feedback should affirm/adjust them towards a new goal/objective.

Does that make sense? Does anyone agree? Or am I short-changing my employees by not giving them ALL the feedback

WillDuke's picture
Training Badge

You certainly don't want to give them the same feedback every time. It will lose it's effect. But you don't want to stop giving feedback for the same either, that's what we call "taking for granted."

Just expand a little, give them some other good feedback too. And it sounds like it might be okay to give some adjusting feedback now. You sound like you've achieved the "it's no big deal" stage.

wendii's picture
Admin Role Badge


I'm not sure I can get this out very coherently, but isn't there a parallel here with adjusting feedback?

The adjusting goes: When you snore on the conference makes me think you don't care.

Then the next time is: When you snore on the conference call, and you don't make an effort to improve your behaviour after you've said you'll try it makes me think you don't care and you don'twant to improve.

And so on.

So the affirming would be:

When you show detail orientation in our testing process and catch errors others wouldn't it makes me think I'm glad you're on my team

and then

When you consistently catch errors, it makes me glad your on my team, and I start to think about improving your position.

and then

When you catch every error so consistently, it makes me feel I can rely on you and allows me to concentrate on other things and I'm really grateful for that.

It's not so much about the action, but that the action has been repeated.

Does that make sense?


Mark's picture
Admin Role Badge

Wendii's got it. (Will, you certainly DO want to give feedback on the same thing every time).

We have a cast coming out on systemic feedback, which we have alluded to but never "cast-ified", if I may.

It's good to be back, and agreeing with Wendii again.


akinsgre's picture

I'm sorry Wendii, I must have have missed your post, until Mark's made the topic bubble up again.

What you're saying does make sense.

I guess while the team seems to appreciate the feedback, and I enjoy giving it; I'm still getting comfortable with delivering it. Even the affirming feedback doesn't "flow" like I wish it would.

Incidentally, a team member had an "outburst" the other day... No big deal; he was half joking and we were all working a long Saturday anyways.

But he came over to me and said, "I hope you don't plan on giving feedback on that". I asked if he didn't like the feedback I'd been giving him. He said he did, but assumed that this would be negative feedback. And I haven't given any negative feedback yet.