1. Boston University Office of the Ombuds
Francine Montemurro, Boston University Ombuds
Adam Barak Kleinberger,
Associate Ombuds

2. Feedback Conversations
Having Effective
Feedback Conversations

3. What is it?

4. An Effective Feedback Conversation . . .
. . . is an exchange of important information . . .
. . . about performance (positive or negative) . . .
. . . that’s communicated in a way that helps the recipient hear what you are saying . . .
. . . and that helps identify steps to improve or continue performance.

5. What are some Outcomes and Goals?

6. Outcomes & Goals Build strengths and address weaknesses
Help the individual to
Understand the specific behavior at issue, and what impact it had or might have had
Begin, continue, or stop behaviors that affect performance
Self-assess; become more accountable
Build strengths and address weaknesses
Also, helps overall alignment of expectations

7. What makes feedback conversations so difficult?

8. What makes feedback conversations so difficult?
Interactive conversation (no set script to follow)
Tough to get the balance right
Not always easy to anticipate or handle the emotional response
Requires skill, time, and commitment
Requires one other thing . . .

9. Courage!! What makes the sphinx the seventh wonder?
What makes the dawn come up like thunder?
Courage!!

10. Consider your challenges
Reflection:
Consider your challenges
Think of a situation in which you should’ve had a feedback conversation, but didn’t, or
In which you did have the conversation, but it didn’t go well

11. Be as specific as you can. . .
Think of a feedback conversation you had (as giver or as recipient)
What went well or didn’t go well?
Think of a feedback conversation you should have had (or still need to have)
What worried you then (or now?)
What do you think your biggest challenge was (or will be?)

12. How?

13. Nine Tips on How Stay centered/in control of you
2. Be specific*. Give context. Be clear. Focus on behavior, not the individual/character
3. Explain the impact (or potential impact) of the behavior
4. Create solutions collaboratively if possible, and define next steps for success

14. 5. Know when to stop talking; when to listen
(maintain genuine curiosity and exploration)
6. Be timely
7. Be artful
8. Confirm your support
9. Move on

15. What does “specific” look like?
Vague Behaviorally specific
You have a bad attitude vs You yelled at a Fred and you came in late.
You’re lousy at using the outlook system vs. You need to improve your scheduling skilling by taking a course in Outlook
Your are careless vs There were five types in newsletter you wrote
You did a great job today! Nice work!“ vs. “Your ideas you sent me for resolving the client complaint were innovative and effective. You gave the c customer several options, all of which were appropriate.“
"Many of your assignments are not getting done.“ vs. "This month 4 of your projects were not submitted by the deadline we agreed upon."
You have a lot of common sense,
The data in your proposal are a problem
You didn't prepare enough for that important presentation.
Versus: "There were critical details and statistics that were not included in your presentation. For example..."
You always get really nervous around budget time.
You have not been carrying your weight in the office. Everyone else has to do your work for you
"You have completed three case files this week. Your peers are completing an average of six case files per week.“
"you are always losing things“
"you always make the biggest mistakes on the most important projects."
I’ve heard you are confused about the new project, or
People say you’re a micromanager
You yelled at Fred because you are jealous of him.
you mixed up the powerpoint slides because you were too lazy to to proofread them first
"you didn't return your customer's call because you were afraid of getting yelled at."
Do you want to be a success in this organization or not?
Do you think someone who comes in late all the time deserves to keep her job?“
"do you understand the importance of customer service?
Do you think you can pay closer attention during our next meting?
Do you think accuracy is important?

16. Behaviorally specific
Vague
Behaviorally specific
You have a bad attitude.
You’re useless when it comes to giving patients bad news.
You’re so careless.
You did a great job with the grant application!
You yelled at the residents this morning and you were late to the lab on Monday.
The way you explained the prognosis to Mr. Jones sounded very insensitive and flippant. Here’s what I heard you say. . .
There were five typos in the letter you sent to Dr. Smith last week.
Your grant application looks great. Your ideas are innovative, and you composed your ideas in clear and articulate prose.
Vague Behaviorally specific
You have a bad attitude vs You yelled at a Fred and you came in late.
You’re lousy at using the outlook system vs. You need to improve your scheduling skilling by taking a course in Outlook
Your are careless vs There were five types in newsletter you wrote
You did a great job today! Nice work!“ vs. “Your ideas you sent me for resolving the client complaint were innovative and effective. You gave the c customer several options, all of which were appropriate.“
"Many of your assignments are not getting done.“ vs. "This month 4 of your projects were not submitted by the deadline we agreed upon."
You have a lot of common sense,
The data in your proposal are a problem
You didn't prepare enough for that important presentation.
Versus: "There were critical details and statistics that were not included in your presentation. For example..."
You always get really nervous around budget time.
You have not been carrying your weight in the office. Everyone else has to do your work for you
"You have completed three case files this week. Your peers are completing an average of six case files per week.“
"you are always losing things“
"you always make the biggest mistakes on the most important projects."
I’ve heard you are confused about the new project, or
People say you’re a micromanager
You yelled at Fred because you are jealous of him.
you mixed up the powerpoint slides because you were too lazy to to proofread them first
"you didn't return your customer's call because you were afraid of getting yelled at."
Do you want to be a success in this organization or not?
Do you think someone who comes in late all the time deserves to keep her job?“
"do you understand the importance of customer service?
Do you think you can pay closer attention during our next meting?
Do you think accuracy is important?

17. When?

18. When? Regularly, as part of an ongoing process (ideally)
At the moment it is needed (if possible)
Whenever development opportunities arise

20. Boston University Office of the Ombuds
(617)
Francine Montemurro, Boston University Ombuds
Adam Barak Kleinberger,
Associate Ombuds