Observation. Judgement. Feedback.
Three separate words with three separate meanings – observation, judgement and feedback. Yet the more I contemplate these words, the more I realise how inter-related they are. More importantly, I realise how confusing they can be in a workplace context.
As I’ve progressed through my career and taken on different management roles, I’ve been given some interesting advice about observation, judgement, and feedback. I wonder if you’ve received similar advice and whether you feel it’s served you well? Or is it time to reject it for something better?
Observe
When I first started out as a manager, I was advised that to give people meaningful feedback, I should try to observe them first-hand rather than relying on what other people may tell me about their performance. By observing what they do and how they do it for myself, I’d be able to ‘own’ any feedback I wanted to give. In addition, I learned that I should adopt the mindset of trying to ‘catch people doing the right thing’ rather than trying to catch them out. So far, so good.
Judgement
The next advice I’ve always been given is to ensure any feedback is ‘non-judgemental’. In other words, to observe without seeing something as ‘good’ or ‘bad’, ‘right’ or ‘wrong’. Instead, I usually offer feedback on what I’ve observed. Then, through open discussion, allow the person being observed to make their own sense of my observations. They then come to their own conclusions about what, if anything, they’d like to change. I’ve found this approach to be highly effective in achieving behaviour change, so long as the way the feedback is given allows a safe space for reflection and personal development.
Feedback
But the advice I’ve most often heard in terms of giving feedback is to ‘sandwich’ any negative or poor feedback between two pieces of positive feedback. The reasons given for this approach vary. Most notably, that it’s best to ease into the discussion on a positive note to put the person at ease before raising the trickier issue of any poor performance. Ending with a ‘feel-good’ positive vibe ensures the person doesn’t go away feeling upset or demotivated. I take great exception to this advice, but I’ll come back to it later.
I don’t think many would argue that as a manager or team member, you need to give and receive feedback that is timely, good quality and engaging. The right feedback, in the right way, at the right time can be challenging for everyone. Yet when done well, it can be transformational. Think of a time when you received feedback that had a real impact on you. What was it that made it stand out? Did it open your eyes to something you’d not noticed or been aware of, so allowing you to develop your skills? Or was it delivered ineffectively, insensitively or with ill intention? In either case, I’m certain you’ll remember how it made you feel.
Elements of Effective Feedback
To my mind, good feedback needs to:
- Be timely
- Be specific
- Encourage self-awareness
- Build insight
- Be descriptive rather than evaluative
- Be constructive
- Focus on areas of improvement
- Be practical
- Be necessary
- Be helpful
- Be kind
And this brings me to how feedback relates to observation and judgement.
Untangling Observation, Judgement and Feedback
According to the Collins English Dictionary, observation is watching in order to carry out a detailed examination of something before analysis, diagnosis, or interpretation. Other words often associated with observation include reviewing, noticing, monitoring, considering, inspection and scrutiny.
Judgement is described as an opinion or estimate formed by examining and comparing, or the ability to make considered decisions and come to sensible conclusions. Words associated with judgement also include perception, reason, and shrewdness.
Feedback, at least in the context of the workplace, is usually described as a tool to help people evaluate themselves and their work, and to hear how others perceive them. In other words, it is part and parcel of managing people and usually forms part of a performance management approach.
Confusing, isn’t it?
- So as a manager I should observe non-judgementally? Yet elements of observing require me to review, monitor and scrutinise – all of which require some element of judgement.
- And how do I know what I should feedback based on my observations without applying some element of perception and reason (i.e. judgement)?
- How can I give feedback on how someone is doing in their job or how well their behaviours align with company values, without making some judgement about their performance and how it matches up to what’s required?
So, here’s my conclusion on feedback
People respond well to kind, helpful and well-intentioned feedback, whether it’s developmental to help them build their competence or motivational to build their confidence. Great feedback is a powerful tool to focus activity and effort and enhance performance. It’s an opportunity to provide support and empower people, making sure they feel equipped and happy to fulfil their jobs effectively. Observation is impactful (where practical), but I’m not convinced feedback can or should always be without judgement. We’re all human, and we’re arguably making judgements all the time – whether we’re consciously aware of it or not. My intention is to be objective and consciously reserve judgement. Keeping focus on the individual and what will be most useful to them is helpful.
Oh, and about that feedback sandwich. That’s never the way to do it. Be honest, respectful, engaging, focused and sensitive – definitely no sandwiches required!
Mastering the Art of Savvy Conversations
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Our approach integrates the key elements of culture, communication, and conflict resolution, helping you navigate the complexities of workplace interactions, including giving and receiving feedback. To learn more about how Savvy Conversations can transform your workplace communications, contact us today.
By mastering the art of feedback, you can create a Savvy Space – a work environment where open dialogue thrives, leading to improved performance, stronger relationships, and a more dynamic organisational culture.
Want to know more?
Sarah Harvey is Founding Director of Savvy Conversations Ltd and author of the highly acclaimed book Savvy Conversations: A practical framework for effective workplace relationships.
Website: https://savvyconversations.co.uk
Linked In: https://www.linkedin.com/in/savvysarah
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