Our third principle nicely complements the previous two, although it's more of a guide to how to construct your feedback as opposed to what to include in it. Being specific means that you use detailed, concise words and phrases as opposed to generalized, abstract descriptions. If you followed the previous section and used activity and results, that's great. This rule is about being as precise as possible when you are giving feedback and throughout the conversation. If you follow this rule:
The receiver will be less inclined to dispute or refuse the observation, as your observation will be more closely aligned with their recollection
It becomes easier to discuss what needs to happen instead of debating what did happen
You will earn more respect from your new team as they'll perceive you as highly observant
Staff will quickly learn what you expect from them when you articulate it regularly
Here are examples of generalizations to avoid and examples of specifics to use:
|
Generalizations |
Specifics |
|---|---|
|
It went well |
You achieved the weekly target |
|
Always |
I've noticed on three occasions |
|
Every time I ask you |
Today when I asked you |
|
You never do that |
The last time I asked you, you didn't |
Wherever you can, describe exactly what you witnessed with your external senses. So, speak about what you saw, what you heard, or what you read, not what you thought or felt at this stage. There is a time and a place for thoughts and feelings, but it isn't when you are describing behavior. Imagine that you are an officer of the law preparing a case, and what you say will be read out in court and dissected by a lawyer obsessed with linguistics.