Feedback loops are the oxygen / energy of
communication.
Have you ever gone to the wrong restaurant for a lunch appointment? Or arrived at the wrong day or time for a meeting? Or had an employee produce the wrong report? Most likely, there was no feedback loop.
Generally, feedback is an ongoing conversation within a relationship. Professionally, it is often defined as an ongoing conversations within organizations and organizational stakeholders.
One often overlooked /underused aspect of communication is the feedback loop. Effective communication requires feedback loops. Many leaders consider feedback providing information by “talking / writing TO followers”. Those are pronouncements, not communication. There are zero feedback loops.
The formal definition of a feedback loop is when part of the output of the communication is returned as input to modify further output. In simpler terms, it is communication that engages the leader and follower in a back and forth dynamic.
In everyday interactions, the feedback loop could be scenes like this:
1. A friend invites you to walk together (output). You respond yes (input). You agree to a time and place (modification).
2. In a restaurant, the server asks how you like the meal (output), and you say it’s a little bland (input) and ask for more sauce (modification).
3. Your barber/hairdresser asks if your haircut is OK (output), and you respond to take a bit more off the neckline (input with requested modification).
REFELCT:
How effective is your organization in supporting feedback loops?
Is it part of the culture – the norm?
As a leader, how often do you ask for / plan for / provide for / expect inputs to your outputs?
The most common errors in the feedback loop are
(1) not providing any feedback
ie You don’t say your haircut isn’t what you want. You leave dissatisfied, and don’t go back.
(2) not giving performance-specific feedback
ie You say the meal isn’t as good as last time, but don’t specify why or ask for modification.
(3) not providing feedback in a timely manner ie When you visit the barber/restaurant again, you mention that the last time you were there, things weren’t good.
(4) not delivering recognition feedback (praise)
ie not telling the server thank you for good service
(5) delivering redirection feedback (correction) in public
ie telling the hairdresser / barber loudly (so the entire shop can hear) that you don’t like the cut
(6) ) giving criticizing feedback without converting it to redirection feedback
ie saying a job was not done well, but not specifying how it can be improved, such as “I don’t like this meal, take it back,” without saying what about it isn’t to your standards
(7) not having space for a feedback loop back such as giving off -the- cuff or venting remarks and not allowing for / inviting a response.
ie saying a report has too many errors, so next time, you’ll assign it to someone else
APPLY:
Spend a week observing feedback patterns, and identify effective and ineffective feedback loops.
Identify when you do / do not provide for feedback loops. Discern when that is appropriate and when it could be changed for increased effectiveness.
Sometimes, to have an effective feedback loop, you have to take responsibility for the communication, even if you didn’t initiate it.
Example:
I was invited to join a weekly master group on conscious communication, based on the model for non-violent communication. At the “are you interested?” meeting, the leader spoke for two hours about the history and process of the group.
When I asked what role she saw me playing, she responded, “I don’t know.” I waited, expecting her to say she felt guided or impelled to invite me, but she didn’t. (Ah those pesky expectations!) I moved ahead with a feedback loop input and modification on my own, saying I would attend a meeting as an observer with no commitment to becoming a member.
Personal Feedback Loop
The most important feedback you will ever give is to yourself. The average person has thousands of thoughts a day (estimated at 50,000), and most of those are negative (estimated at 80-90%). Changing your personal feedback loop to positive affirmations with modifications as needed can change your life and your leadership.
The practice of positive affirmations / self talk is not new, but the brain research showing their effectiveness is. MRI studies show certain neural pathways are increased when people practice self-affirmation, and numerous studies show daily affirmations improve self esteem and effective self management strategies.
APPLY:
Spend at least one full day monitoring what you say to yourself.
Is it positive or negative?
Analysis or judgment?
Analysis is a statement of fact such as: I did not make my goal of completing my budget analysis today. Analysis can be clarified with facts such as: I procrastinated; I got sidetracked; It’s taking longer than I expected. Analysis does not include criticism and blame.
Judgment is criticism and negativity: I can’t believe I didn’t get that done. Now I’m behind on my week’s tasks. Practice neutralizing negativity with affirming statements. Practice on-the-spot reversals by catching a criticism and rewording it right away. I can get this done tomorrow, and be back on track.
Use these guidelines for affirmations:
*Be present: use the present tense, not the future tense. State I have, I am, I do …. not I will have or will be or will do. I analyze the budget efficiently and accurately.
*Be Positive: state outcomes of what you want, not what you don’t want. I complete the budget analysis easily and effortlessly.
*For a boost, add an emotional word of enjoyment. I enjoy analyzing the budget and knowing where we stand.
APPLY:
Practice personal feedback loops until they are automatic.
