Often misused, this central tool in the life of an organization is nevertheless a determining factor for the development of its teams. Let’s discover the keys to effective feedback through the summary of the recent book on the subject by Stéphane Moriou, one of the experts in the field.
“We live in an ocean of information and a desert of feedback.” This is the paradox highlighted by Stéphane Moriou, researcher, consultant, and author of a book exclusively dedicated to the subject: Feedback, the Power of Conversations.
Note: Stéphane Moriou is not a fan of the Frenchification of the term through “rétroaction.” For him, this word indeed evokes the return (back) but not the other determining and necessary element: the goal, which is to help the other grow (feed). That’s why feedback is often defined as a gift aimed at helping one’s interlocutor realize their potential.
It must be said that the notion of feedback is very debased and is often associated with criticism, judgment, evaluation, or compliment. Wrongly so for someone who was one of the former presidents of the Manpower group.
Feedback is information about past observed behavior, shared in the present, and which can influence future behavior. To put it another way, feedback is a verbalized link between the past and the future,” he defines.
In short, Stéphane Moriou says that it boils down to one idea: all learning is reinforced by feedback on what has been achieved. However, behind this apparent simplicity lies a realm of contradictions: managers believe they provide it in the company, but employees complain about not receiving it. And many think they know how to give it when numerous people suffer when they receive it.
The Two Types of Feedback
Yet, this management tool is of paramount importance. It can be both a disengagement factor when done poorly or absent and a performance factor when well executed.
How to succeed in giving (and receiving) feedback? Firstly, Stéphane Moriou reminds us that there are only two types of feedback: “positive feedback,” which serves to raise awareness of potential, and “corrective feedback,” which verbalizes what could be done differently in the future.
“Positive feedback helps to become aware of something we have done effectively in the past so that we are encouraged to reproduce it even more effectively in the future,” explains Stéphane Moriou in his book, recommending it especially to those starting learning and needing encouragement not to give up.
Corrective feedback, on the other hand, “talks about the remedy and not the illness.” An example cited in the book: it is better to say “In our next meeting, if you let me speak more, I will feel more listened to” rather than “In our last meeting, I didn’t feel listened to.”
Note that contrary to popular belief, both types of feedback are constructive (not just the second). Moreover, the speaker recommends delivering balanced feedback by starting with the positive and then providing a corrective.
The secret to good feedback? Being both demanding (on results) and caring (about people).
Also, while feedback should be factual (it allows visualization of behavior to keep or change), it is less about an objective fact than an opinion. That is to say, its purpose is not to be right but to make progress. Freedom is key: collaborators are then free to take it… or not!
Stéphane Moriou also emphasizes that asking for feedback is not a sign of weakness. “On the contrary, it is a testament to the respect you have for others’ opinions. It is a noble act of authenticity, openness, and courage.” According to him, the best leaders are precisely those who ask for it more frequently and from a greater number of people!
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