Feedback Card
#workhack
Helps with
- the desire to receive feedback from someone other than the boss.
- Teams that know each other well, but shy away from expressing criticism.
- a creeping culture of talking about each other rather than talking with each other.
- Team members who really seek personal growth and development.
To be considered
- Discuss the rhythm of the feedback card with the team.
- Develop the feedback rules together.
- Set time windows in which the feedback card should be received. Set a time for a discussion of the card and make the appointment visible for everyone in the calendar.
- Accept when someone refuses to receive or give feedback. Forced feedback is often useless.
- For some teams, the feedback card is a very big step – it can make sense to just agree to praise for the first first time and leave criticism out in order to decrease fears associated with negative feedback.
Tools
- jointly developed feedback card with clear rules for the feedback giver and the feedback recipient
- a calendar entry that defines exactly how many cards should be issued, and at what time
- a clear agreement on what to do with the feedback cards (data protection)
Most people crave feedback. Feedback compares our self-image with our external image and can convince us that we can do something really well, or show us how we can do something better. Many people are annoyed that they receive too little appreciation from their boss. But wait, why always the boss? Our colleagues are quite familiar with what we do well and what we could improve. Feedback provided by colleagues is also less strategic, and so it seems more authentic and additionally it does not go into any personnel files.
That is why there is the feedback card. The feedback card is a physical card given once per month (or for example, once each quarter) to two team members of one’s choice. With the card comes the request for feedback. Each feedback provider receives a card and writes a few bullet points on the card over the next few days. Then each feedback provider and the feedback receiver schedule a meeting to discuss the feedback. This can also take place in an informal setting such as a lunch meeting. The feedback card contains rules for both the feedback provider and the feedback receiver, which the team develops itself in advance. This is a voluntary process – nobody has to give or receive feedback.
Helps with
- the desire to receive feedback from someone other than the boss.
- Teams that know each other well, but shy away from expressing criticism.
- a creeping culture of talking about each other rather than talking with each other.
- Team members who really seek personal growth and development.
To be considered
- Discuss the rhythm of the feedback card with the team.
- Develop the feedback rules together.
- Set time windows in which the feedback card should be received. Set a time for a discussion of the card and make the appointment visible for everyone in the calendar.
- Accept when someone refuses to receive or give feedback. Forced feedback is often useless.
- For some teams, the feedback card is a very big step – it can make sense to just agree to praise for the first first time and leave criticism out in order to decrease fears associated with negative feedback.
Tools
- jointly developed feedback card with clear rules for the feedback giver and the feedback recipient
- a calendar entry that defines exactly how many cards should be issued, and at what time
- a clear agreement on what to do with the feedback cards (data protection)