The CORE Feedback Model has 4 vital elements – specific context, objective observations, impact and results, and expectations moving forward. Effective feedback bridges the communication gap and makes possible the kind of improvements, innovations, creativity and solutions we desire.
Remember:
- Praise in public. Correct in private.
- Timing is everything. Choose your moment.
- Prepare and practice your opening.
- Begin with the end in mind – a mutually beneficial solution.
Context
Always makes sure the context under discussion is crystal clear. The main thing is to keep the main thing, the main thing. Be specific. Focus on one example, one experience, one event or one behaviour. Forget the feedback sandwich. Hold the carbs, just the protein.
Name the issue: ‘I would like to talk with you please about the effect (name behaviour or action) is having on (who or what is affected).’
Observations
What are you seeing and hearing. Share your perspective using these objective facts. Explain how you see what happened and the evidence you are taking into account.
Results
Make it clear why fixing this is important. What is at stake to gain or lose if this behaviour continues. For them, for you, for the organisation, for clients and colleagues. People are either unaware of the problem, or insufficiently disturbed by it. Our task is to disturb them (with empathy) towards change. To increase not just their awareness but also sense of responsibility.
Also, it’s OK to acknowledge feelings and emotions, even if we feel vulnerable or uncomfortable, it affirms we are all human and brings deeper levels of authenticity and empathy to the conversation. Use ‘I’ language, not ‘you’ language. (When you… I feel…)
Expectations
Invite the other person to respond. Be curious. Listen responsively to understand their perspective. Explore what options are available and possible. Acknowledge your own contributions to the situation. And follow through with questions like:
- What does fixing this look like to you?
- Can we make a plan together for how to…
- Who will do what by when?
- Are we both clear on what we’ve agreed?
- Is there anything left unsaid?
- How will we execute and take action?
Confirm and agree on how we will check in moving forward and make a time to reassess how well the new plan is working.
An Example of CORE Feedback
Here is a simple example of a CORE feedback conversation.
Context
I would like us to talk please about the effect your communication style is having on the team.
Observations
In our meeting this morning you interrupted and spoke over the top of other team members on three separate occasions.
I noticed there was a build-up of tension in the group and it felt like not everyone was getting a fair go to share their ideas. Some people sat back and folded their arms. It looked like they had disengaged from the conversation.
When you interrupted, I felt concerned because some of the group were showing signs of frustration and began to hold back on what they really think. I also felt a bit anxious about how you were coming across and apprehensive that this might reduce trust levels in our team.
Results
There’s a lot at stake here. Not just how you are perceived as a leader and how we get on as a team, but also that we may be leaving good ideas off the table and not give ourselves the best chance to optimize results for this project.
Expectations
Let’s work on this together. We have an opportunity here to foster a more open and inclusive team culture, and also to bring as many good ideas as possible into the mix so we create the best possible solutions for our clients.
I really want to understand your perspective. Talk with me. What does fixing this look like to you?
So here’s what I understand we’ve agreed to. In our next meeting, we’ll share some ground rules for our discussions. I’ll pay more attention to drawing out the quieter team members and you’ll be more aware of letting others speak before you share your thoughts. And we’ll agree to all keep each other accountable. Is that how you see it?
Let’s check in with each after the next meeting to see how we feel about our new approach.
How does that work for you?
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