“Can I give you some feedback?” You hear the words, and immediately get a sinking feeling in your belly. “Uh oh,” you think. “What did I do wrong?…” For many of us, the word feedback has negative connotations. It’s become a polite euphemism for criticism; something we offer up only when our expectations aren’t being met. But feedback is not inherently negative.
Feedback refers to the means by which a system can alter its behavior. (The outputs of the system “feed back” into it as inputs, which the system then acts on.) Considered it in this light, feedback can be seen as a steering mechanism: a way of keeping things within bounds. Too much of a good thing can be as bad as too little; knowing where you are relative to the bounds you’ve set allows you to correct course. If you step on the gas, yoiu see the needle on the car’s speedometer creeping up. Past a certain point, you know you’re exceeding the speed limit, so you take our foot off the gas. The speedometer is one of the car’s mechanisms for giving you feedback.
Feedback applies to relationships as well as other systems (such as cars). If you’re managing someone who is performing below the expectations that are expected of him or her, part of your job is to act as the speedometer; you must let them know. (Hence, the sinking feeling.) But the speedometer doesn’t only tell you when you’re going too fast; it also lets you know how fast you’re going in general. Sometimes going too slow is not good either. Giving (and receiving) clear, frequent feedback is essential; it allows team members to assess how they’re doing and whether or not they’re on the right track.
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