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Toolkit: How to ask for feedback about my strengths and areas of development.‘An employee-driven approach’ 1.IntroductionThis toolkit will assist you in developing and using more creativeand effective ways of asking for feedback from your manager, supervisor or colleague. This feedback is important as it contributes to your efforts of improving your performance and thus increasing your chances of a positive performance appraisal report, recognition within the division/unit or institution and, even promotion. 2.Who should use the toolkitThe toolkit is suitable for all members of support staff who seek voluntary feedback from their managers and supervisors.3.OutcomesThis toolkitwill help you to:Make convincing and sound requests for feedback Determinethe nature of questions that you need to ask and how you should ask themUnderstand the importance of setting a proper feedback scene and making good use of itIt will also give you necessary tools on how to deal with feedback (both negative andpositive)3.Having the conversationBe clear on why is the feedback sought (introduce the purpose)The feedback being sought should have a clear purpose or objective and this objective should be made known to those asked to provide it.Example (Supervisor/manager): I want to improve my work performance and I need you to appraise me on specific areas of my job.The process however begins with you, be clear about what you want from it and express it in very clear terms.Example: I need to improve my performance on my typing speed; managing my anger; enhancing my awareness on diversity.Be careful about how you phrase your questions. The questions you ask to the supervisor and a colleague may not be the same or may not carry similar reasons. For example, it may not be appropriate for you to say you need feedback from your colleagues because you need to improveyour performance and be the best employee in your division. This may be appropriate to your supervisor however. Think of the dynamics involved.It may be sufficient for example, to tell your colleagues that you are in the process of appraising your own performance but you think you may fall into the subjectivity trap, so you need their views which,
you believe may be more objective. In this way the purpose and the outcome of the feedback is not jeopardised but a relationship of understanding is nonetheless forged.Be clear on whom you will ask for feedback Having identified the purpose of the feedback, you should now consider the appropriate sources of such feedback. Remember that you are looking for objectivity here.If the purpose of feedback for example, is aboutyour job performance, then your supervisor or manager may be the right person because he/she knows the standards expected.Your colleagues may be another source of valuable information regarding your behaviours and how they impact your daily activitiesIt is also important to bear in mind that people will look at you from various angles. Thus it is important to invite feedback from various sources but the purpose should be made known.Be clear on where the conversation will take place:setting the scene Arrange for a formal meeting with your manager/supervisor to ask for feedback (by formal we refer to that which is not casual –it may be in the office or over coffee)Provide your manager or supervisor with contextual background of what has influenced you to seek feedback.This should be done in a manner that does not sound to be challenging their authority or, that may bemisconstrued to suggest that they are not doing their job.Example: I am in the process of trying to manage my performance and I think you are the right person to give me adviceon, say, how to effectively manage my time at work, etc. The purpose of feedback sought should be packaged such that one-sided benefits (e.g. focus on YOU only) should be avoided. For example, you should highlight how this feedback will contribute in improving your performance, helping the unit or division achieve its goals, and contributing towards the realisation of institutional aspirations. The manager or supervisor should see real benefits in providing you with feedback. Convince. Show determination.Example: I would like the focus of the interview to be on my job’skey responsibility areas, how I am performing here and how and where I need to improve.It would be appropriate to assure those giving feedback about your level of tolerance for criticism. Ideally, open up. This will put them at ease especially knowingthat you are not looking only for positive evaluation.If its formal, then its serious. I will take notes and I will draft my own minutes. This is how serious I take my job. I am a true Rhodian.