Feedback Skills | Origin: ML120
This is a general discussion forum for the following learning topic:
Feedback Skills
Post what you've learned about this topic and how you intend to apply it. Feel free to post questions and comments too.
Comment on Jenn Meyers's post: Such a good point. Regular meetings alone don't guarantee that real feedback is being exchanged — sometimes supervisees hold back concerns simply because they weren't directly invited to share them. The intentional pause you describe, asking "Is there anything else you want to explore?", creates the space for deeper conversation that might otherwise stay unsaid. That small, intentional invitation is often where the most meaningful feedback actually surfaces. Thanks for sharing this.
Comment on George Yeakey's post: You've named something really important. Perception is often the invisible layer in every feedback conversation — the same words can land very differently depending on the listener's frame of reference, past experiences, or emotional state in the moment. That's why active listening, as you said, is so essential. Stepping into another person's shoes AND their head helps us deliver feedback in a way that actually reaches them, not just reflects our own viewpoint. Facts matter, but so does how those facts are received. Thanks for this thoughtful reflection.
This course reshaped how I think about feedback — not as critique, but as a mutual investment in growth between two people. The biggest shift for me was the reminder that effective feedback is grounded in specific, observable behaviors, tied to someone's goals, and always pointed toward the future rather than fixated on the past. I was especially struck by the research showing that asking for advice generates 56% more specific suggestions than asking for feedback — that simple reframe alone will change how I solicit input going forward.
Moving forward, I want to deliver feedback more promptly (within a day or two of observing the behavior), lead with genuine strengths before offering constructive advice, and foster dialogue rather than deliver monologue. I also want to model the kind of openness I hope to see on my team — asking regularly for feedback on my own leadership using the simple "stop, start, continue" framework. Feedback is one of the most generous gifts a leader can offer, and this course has given me the tools to give and receive it with greater skill and care.
With Benevolence, Shannon
Feedback is a great tool to become a better instructor.
I am excited to build feedback into our every day processes. It seems the benefits could be exponential.
Feedback has several dimensions that might be considered. Effective communication is one, and I highlight active listening. I look at it as putting myself in another's shoes and also in their head. Granted, facts should be separated from opinion, but there is also the element of perception in how the person to whom we are giving feedback interprets those facts.
Letting your emotions not get involved is key when receiving. Even if facts state otherwise, actively listen and thank them for sharing their observations.
Both positive and constructive feedback are beneficial in the work place. Creating an environment that fosters openness and trust is vital.
Giving feedback in a way people will recieve it is invaluable.
I learned that I am not great with feedback and will try some of the valued lessons in this course
For the most part people want feedback. You need to be thoughtful and specific about how best to provide that feedback.
This course provides good information for enhancing effective communication with coworkers. It is important to note that feedback is a collaborative process.
The importance of specifically giving an opportunity for feedback, even though a supervisor may be meeting with their supervisee regularly, is asking if the supervisee has any additional questions, and an opportunity is given to explore topics further.
Most people should take some time to reflect on how useful both positive and constructive feedback can be beneficial; too frequently, and especially with inexperienced team members, employees become defensive when you present feedback. I believe setting an expectation of peer-to-peer feedback in the workplace and an open environment which welcomes constructive criticism is a productive one.
Feedback is an essential component of the communication process and being receptive to feedback can help me learn how my behavior affects others, as well as what I am doing well and also how I can improve in areas.
Feedback is difficult to give and more challenging to receive. You have to be open to change and let your ego and emotions down.
I think this was a great course to help us communicate better as a team in providing positive and constructive feedback.
