In my last post I described a feedback model that has been proven to be easy and effective.
It also fits in well to the SCARF Model as developed by David Rock.
SCARF Stands for Status, Certainty, Autonomy, Relatedness and Fairness.
If you are unfamiliar with the Model, it proposes that humans have two basic modes: Threat & Reward.
Anything that happens which threatens you, you will move to defend or get away from. We know it as the “flight, fight or freeze” model.
Anything that is seen as a reward we will move towards.
Using the feedback model I proposed (R-ASBINT) we can see that it fits in well with SCARF.
Firstly, if you have a good relationship with the person you are giving feedback to, they are more likely to accept the feedback or at least listen to it and reflect on it positively. They may decide it’s not true or effective so they will make their choice to act on the feedback or not.
However, this is better than the alternative where there is little to no positive relationship and the feedback is seen as a threat. The person may become defensive or simply not act on it in any way. It may also worsen the relationship, making further feedback even less effective.
Relationship = Relatedness/Status
The Relationship side of feedback, corresponds to the Relatedness factor in the SCARF model. A good relationship also builds the Status within the SCARF model. A person confident in their Status will act more openly and creatively, knowing they are well regarded and regard themselves well.
Behaviour = Certainty
Offering feedback also helps create greater Certainty. Again, this relies on a good relationship to get the best out of it. Providing clear feedback builds certainty in an individual’s world. Letting them know a missed deadline is not acceptable. Or arriving at a meeting late and/or unprepared. And, just as importantly, letting people know when a good job has been done, reinforcing the behaviour and attitudes that need to become the norm.
In our current crazy world, some things may be difficult to be clear on. So it is even more important to provide feedback where some certainly or clarity can be provided.
Next Time = Autonomy
Where the feedback model looks for the behavioural change in the “Next Time …” stage, the model suggests not to dictate what to do. We allow the individual to choose how they will close the gap or continue the good behaviour. We do this by simply stating, “Could you do that differently?”, “Could you fix that?”, or “That’s awesome what you did!”. This relates to Autonomy in the SCARF Model, which give the individual the choice on how they want to develop. Sure, if they need help, provide it. But people are more capable than we might think and if you are clear on your feedback and situation, they’ll have an idea of what to do.
Simple = Fairness
Fairness in the SCARF Model is where the feedback model is so simple and easy to do. It’s also quick, you don’t need a meeting in a closed office, you can do it on the fly. So it allows for greater equity in our dealings with our teams.
Look for opportunities to provide feedback to your team members, peers and managers as the opportunities arise. Don’t just focus on those you want to “Fix”!
Management and leadership practices don’t operate in a vacuum. Many of our behaviours, beliefs and attitudes flow into all parts of our practices. Being more conscious of them, at least initially, until they become habitual will go a long way to building the self image of your team to becoming high performers.
Try the feedback model for a month. See how you go.
I’d be keen to hear from you.
I’d start with focusing on positive feedback. Often, at least in my experience, when team members are feeling food about themselves, the last thing they want to do is let their manager down. And many times they know when they are cutting corners. You may find as you provide the positive, constructive feedback, the gaps you currently see may disappear automagically!