Adjusting feedbackUse Adjusting or Corrective feedback when someone is doing something that they must stop, or must change. I.e. Their behaviour is destructive, career limiting, negatively affecting others.
- Do prepare (gather specific examples of the behaviour, talk to peers, draft what you will say, practice what you will say)
- Do follow a structure and be directive in your delivery. Here is a template that you can use: it has been observed here, here and here, that you are doing X which is causing Y, this behaviour needs to stop, because it is causing Z. If the situation comes up again please do A instead.
- Do give this feedback is private.
- Do not give this feedback immediately after the event. Make sure you wait until everything has calmed down, so that it can be talked about in a rationale and deliberate manner.
- Do not combine with other types of feedback, as it sends mixed messages.
Constructive or developmental feedback should be used when helping some to do better, or to help them see opportunities that they missed.
This is covered in combination with Re-enforcing in my article Coaching Scrum Masters. The feedback sandwich puts two slices of re-enforcing feedback around a sliver of Constructive feedback. I have found this approach to be highly effective and have received plenty of positive feedback about it.
Re-enforcing / Encouraging feedbackUse it to praise people for effective behaviour and encourage them to do more of it, and perhaps do it even better next time.
- Can be given in public (as it publicly promoting the behaviour that is appropriate), however be aware of who you are giving it to, some people will be embarrassed through to down-right upset at public acknowledgement.
- This type of feedback should be approached as discussion with the recipient. You are not telling them to repeat their behaviour you are merely discussing the benefits that you noticed and that you would like to see more of that behaviour.