The most recent piece of feedback I received was from my two six-month old cats.

After consulting blog posts and articles about cat food, I searched all over for top quality organic, gluten-free noms and found what seemed to be an awesome and affordable brand on the market.

I presented them with this newfound delicacy and was met with disgust. They both took a whiff and immediately walked away. I was a little frustrated because I took the time and effort to compile extensive research to find the perfect food. How could they not like it?

Well, luckily cats are pretty forgiving.

And luckily, when humans exchange feedback we have the tools to overcome challenges of communication (because we’re the same species).

Student affairs burnout is a real thing among #SApro’s and the area of feedback can lend to giving us answers about why people decide to leave (and can prevent it). In fact, there’s a lot of research about the correlation between feedback and employee retention.

Feedback makes us better friends, colleagues, employees and employers, and more successful at creating the best services for students.

The Performance Review

At Presence, we don’t believe in performance reviews, or I guess I should say formal performance reviews.

I vividly remember being nervous for past performance reviews. I kept reviewing potential tasks or programs in the previous semester that I thought I might have done ‘wrong’ or anything that could have been potentially negative that would come up in conversation. I also realized it was the first meeting I would hear from my supervisor what they formally thought about my attitude and work ethic. I kept thinking, I could have used all of this information a lot earlier on to be better at my job.

There’s a lot of conversations going on now about the effectiveness of annual and bi-annual performance reviews. Managers need to realize that new hires coming into companies often want to learn and develop on a ongoing basis. When we provide each other with feedback regularly, we maximize those opportunities of development.

Performance review or not, it’s important to give feedback regularly.

What are some other major reasons performance reviews are kicking the bucket?

Technology. Tech has helped us track employee performance on a real-time basis and monitor productivity more efficiently. At Presence, we utilize software like Trello and Asana to track projects and streamline communication. I touch base with my direct supervisor every morning to talk about small wins, challenges, and what I’m accomplishing everyday. If I need more time, I know the routes (Google Calendar, etc.) to make more time with him to chat or brainstorm.

Real-time feedback. Social media facilitates giving immediate feedback, when we post our idea, picture, or article we receive quick responses or opinions on what we share. With this type of culture, people don’t want to wait for bi-annual or annual performance reviews for negative or positive feedback. Organizations are moving towards letting conversations occur naturally and setting expectations around feedback in the beginning of the year.

Resources. We could use the time filling out evaluations, forms, and holding 1:1’s for performance reviews in different, more efficient ways. Giving feedback about performance, behaviors, and checking in with employees or colleagues one-on-one is crucial for keeping the team focused, together, and more productive.

Understanding Feedback Personality Types

In working with many personality types over the years, I know people respond and internalize feedback in different ways. In developing feedback literacy (the ability to give and receive feedback appropriately), we need to be aware of various personality types for a few reasons. As a manager, it’s important to understand how each person wants to feel recognized and how they feel valued. As an employee or colleague, we need to learn how to communicate feedback for the team to continuously improve. In either position or even as a peer, it’s helpful to understand other personality styles when engaging in feedback to effectively communicate information you’re trying to get across.

In 1928, William Martson published a book called Emotions of Normal People which eventually led to the breakdown of four main personality types or ‘quadrants’. These personalities explain behaviors, and although may not cover everything, they help teams in understanding the semantics of communication. The four quadrants are identified as Dominance, Influence, Steadiness, and Conscientious also called DISC. (You can take the official DISC profile assessment here for a low cost).

Dominant Personality Type

People with the dominant personality type may be the best personality type at receiving constructive feedback. They tend not to associate emotions with the feedback and prefer quick, clear and direct feedback. In teams, these humans are results-oriented and focused on continuous improvement.

If you’re a manager and giving an employee feedback who is a dominant type, it’s best to be specific about expectations and projects at hand. If you’re thinking of creating a plan with them to improve in specific areas, ask them to create concrete goals and have them follow up with you to chat about it. This gives them more responsibility in the process.

Influential Personality Type

People with the influencer personality type are relationship builders. They don’t like receiving feedback (especially in public) and if negative, it’s best phrased as a question or a concern. In a group or one-on-one setting, they liked to be asked what they think of a situation. They often wear their heart on their sleeve. These types often find it hard to give criticism to others because they aim to keep harmonious relationships with friends and colleagues.

Steady Personality Type

Similar to the name of this personality type, these people are calm and often unemotional when it comes to giving and receiving feedback. When providing feedback it’s best to cover the positive areas first and provide negative feedback in a way that’s reassuring: for example, working with them (rather than assigning) on plans or goals of how to improve together, as a team, works best.

Conscientious Personality Type

People who are conscientiousness actually need to enjoy formal performance review processes because they have a timeline and a process. Also called a ‘perfectionist’, these people could probably quote feedback word for word. While working for someone, they don’t handle ambiguity well and as a manager they provide all of their employees with detailed information. They tend not to respect people who are underprepared or vague in giving any sort of feedback.

Assessing Your Feedback Style

Dr. Joseph R. Weintraub professor of organizational management and behavior at Babson College introduced an assessment on how to identify your feedback personality style. Similar to the DISC inventory, he used a sliding scale: 1. Agree Completely, 2. Agree Somewhat, 3. Neutral, 4. Disagree Somewhat, and 5. Disagree Completely. Try it for yourself below ?

Do you frequently want to change the status quo?

Are you willing to say anything to anybody in front of anyone?

Is interacting with people the favorite part of your job?

Do you consider yourself charming and charismatic?

Do people describe you as calm, patient and unemotional?

Do you believe that keeping peace among team members is critical to success?

Do you get all the facts before you make a decision?

Does it bother you that you’re taking a quiz without seeing statistical proofs?

Total of questions 1 and 2 here: __ Dominant

Total of questions 3 and 4 here: __ Influential

Total of questions 5 and 6 here: __ Steady

Total of questions 7 and 8 here: __ Conscientious

Now take a it a step further and share your results with one of your colleagues. How do you think you may change your feedback style to communicate better with them?

The Feedback Mindset

Sheila Heen, an organizational expert in the art of feedback, explains that people (no matter their personality type) who go out of their way to solicit negative feedback and intentionally ask where they can improve see the highest reward in the area of feedback. Because these people ask for feedback regularly instead of waiting for it, they experience higher work satisfaction and adapt more quickly in new roles.

In my own search of feedback advice, this was one of the best pieces I’ve seen thus far:

Feedback starts with being open to change.

When we’re open to feedback, open to change, and truly listen to others this is what we communicate:

You matter.

Your needs matter.

Your feedback matters.

Your Thoughts!

What if we valued feedback more and viewed it as a prioritized skill when hiring?

What would it look like to offer more trainings on feedback in the field? How could it impact student affairs retention?

How do you feel you could improve in your own area of feedback overall?

Tweet us your comments and opinions @mc_sapro. Thanks for reading!