Running a Feedback Improvement Session

Have you ever felt uneasy after a feedback exchange? Maybe you’ve given feedback that wasn’t received as you intended, or perhaps you didn’t react well to feedback directed at you. If so, you’re not alone—most people have experienced the same. Feedback conversations can be tricky, but with the right approach, they can improve significantly.

So, how do you make feedback better?

After noticing that many of my colleagues had struggled with feedback at some point, I decided to organize small-group sessions focused on tools to give and receive feedback more effectively. These sessions have been a hit, and if you want to improve communication within your team, running a Feedback Improvement Session is a great way to start.

Here’s a simple guideline to help you create your own session that can make feedback conversations more constructive and productive.

The Guidelines for Running a Feedback Improvement Session

1. Pick a Couple of Feedback Models to Work With

I recommend choosing at least two feedback models so team members can select the one that resonates with them. For our sessions, I used the SBI and STAT/AR models because they’re easy to remember and apply, but you can choose any models that fit your team’s style and needs.

• SBI stands for Situation-Behavior-Impact, a structured method for delivering feedback that helps keep the conversation focused and objective.
• STAT/AR (Stop-Think-Assess-Talk/Action-Results) offers a clear pathway for addressing and processing feedback constructively.

Explain each model and provide real-world examples to help solidify the concepts in your team’s minds.

2. Create Hypothetical Scenarios for Practice

Next, create at least two scenarios for your team members to act out using the feedback models. It’s important to address both constructive and positive feedback, as giving positive feedback is just as vital to a healthy work environment as giving constructive feedback.

For example:

• Constructive feedback scenario: A team member misses a project deadline.
• Positive feedback scenario: A colleague excels in leading a successful presentation.

Letting team members practice both types of feedback helps them become more comfortable with the full spectrum of feedback conversations.

3. Encourage Open Discussion on Feedback Experiences

After the practice scenarios, open the floor for a voluntary discussion about personal feedback experiences. Encourage team members to share how their experiences might have been more effective using the feedback models.

Be sure to create a safe space for this discussion. Ask participants to avoid using names when describing experiences from the workplace, and remind everyone that confidentiality is to be respected.

4. Provide Tools for Handling Defensiveness

One common obstacle in feedback sessions is defensiveness. Research and present tools that help both the feedback giver and receiver manage defensiveness. For instance, suggest techniques like:

• Active listening: Acknowledge the feedback without interrupting or justifying immediately.
• Reframing: Encourage receivers to view feedback as a growth opportunity, not a personal attack.

These tools can help make feedback exchanges more effective and less confrontational.

5. Share Tips for Receiving Feedback Comfortably

Receiving feedback is often harder than giving it, so be sure to provide strategies for getting comfortable with receiving feedback. Some ideas include:

• Stay curious: Encourage team members to ask clarifying questions about the feedback to better understand it.
• Pause before reacting: Give yourself time to reflect on the feedback before responding.

These techniques foster a culture where feedback is viewed as an essential part of growth, rather than something to fear.

Now, Run Your Feedback Session!

You’ve got the basic structure—now it’s time to add your personal touch. Customize your session based on your team’s dynamics and needs. With these tools, you’ll help your team navigate feedback with confidence and improve collaboration in the long run.