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JLBC Leadership


JLBC Leadership

JLBC Cadets The feedback process works best when the relationship between the feedback giver and receiver is based on mutual trust, respect, and dignity. The person receiving the feedback should understand that the leader giving the feedback is doing so for developmental purposes. A leader providing feedback can’t assume the person receiving the feedback is aware of their behavior, as described during the feedback process, or its positive or negative impact. Each person responds differently to feedback, and leaders should expect surprises. Some people are more extroverted than others and will immediately respond with what they intend to do to address the feedback. More introverted people might need a day to process what they have heard and reflected on the input.

To make the feedback process more effective in establishing and maintaining a caring, effective relationship that can withstand and respond to the rigors of a crisis, leaders can keep some of these tips and best practices in mind:

• strive to create an organizational culture that supports a safe and positive feedback environment;

• feedback should be ongoing, not just once a year during a performance appraisal;

• give feedback promptly—when opportunities arise, and the observations and information are fresh;

• be observant and sensitive to what is going on around you, especially regarding people in the organization;

• make your feedback as specific and straightforward as possible;

• feedback should be balanced, not just damaging—but don’t “sandwich” negative feedback between positive feedback, or it might not be heard;

• deliver feedback with some grace, in a kind, honest, and candid fashion;

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