BIO Feedback: a constructive approach
On my former workplace, I would interact on a daily basis with international people from more than 70 countries, encountering more than 48 languages amongst them. From casual interaction to formal feedback moments, it was essential to find a way to communicate effectively with my stakeholders, to pursue engagement, connect and build up relationships; and most importantly, to serve as a catalyst for their development through feedback.
In the current fast-paced workplace, constant feedback is vital in terms of sustainability and scalability. We can conclude that it is an essential key when we talk about personal and professional development.
Feedback can be a complex matter. Often, it is used to deliver or address affairs that have a negative connotation, and for leaders, managers or any individual who gives feedback, it can be intimidating, uncomfortable and stressful. Furthermore, there are also situations when feedback goes off the mark, with individuals either receiving it poorly or wherein the development component is not comprehended in a way that leads to improvement.
While providing feedback effectively does not grow naturally to many people, there are certain frameworks that can support you conveying the message effectively. These frameworks help you avoiding turn the feedback it into a curveball and either ending up generalising or transpassing into a personal level.
Inspiration from the SBI feedback model
The Centre for Creative Leadership developed a tool that outlines a simple, yet effective, structure that can be used to deliver feedback:
- Situation
- Behaviour
- Impact
The intrinsic motivation in this model is to focus on the facts and how they impact a particular situation without getting personal or assuming as to the reason for the behaviour.
BIO model and types of feedback
To understand the BIO model and how it takes its inspiration from the SBI model and takes it one notch up, we need to get a zoom in the concept of “feedback”.
Feedback is a powerful tool that helps us ignite new ideas, improve existing ones, enhance collaboration and encourage us to be data-driven instead of opinion-driven. Injecting feedback in the DNA of the corporate culture, we are able to create a platform where each employee empowers each other.
Therefore, we need to differentiate between two types of feedback:
- Motivational feedback: when the focus of the message is to highlight achievements, results or any positive behaviour observed in the individual;
- Developmental feedback: when the aim of the message is to address a specific point that needs to be done differently. This feedback is commonly addressed as “negative feedback”.
The BIO model (BIO is an acronym of “Behaviour, Impact, Options) focuses on a constructive approach, resulting in a more organic conversation and keeping a more balanced talk between the individuals. This balance is achieved by implementing the following ratio: 4:1
4 parts of motivational feedback for 1 part of developmental feedback
When using the BIO model to provide feedback, these two types of feedback must always be present, irrespective of the nature of your message. You shall mention what was the observed behaviour you want to address and what was the impact on different stakeholders or elements. Especially, when addressing developmental feedback, you shall keep in mind that what you are doing is future-oriented, that besides addressing (and reflecting) in the events there must be a part that supports a different behaviour in the future. You can achieve that by providing the Options for improvement. This is where connecting is important since you will be the one suggesting how things could be done differently. In other words, you are addressing a specific behaviour and what was its impact, but you put yourself in the other person’ shoes and provide an alternative solution that could solve its problem. It is essential to highlight that you suggest options and not enforce them. By doing this, you showcase the possibility of taking different decisions, yet the final decision is the other person to make.
Essentials when providing feedback
Feedback should always come from a good place, always aiming to develop the other person.
Be factual & first-hand feedback
You should always provide feedback only on things that you have seen, witnessed, observed or that you have tangible data on. Base your feedback on facts, not on opinions or second-hand information.
Provide feedback in a timely-manner
The feedback must be delivered when it is still relevant. The sooner you address the situation, the greater the chances to have a positive impact on their development. This does not mean that you shall address the topic straight away, you still have to select the most appropriate moment and scenario to do so.
Be specific
Have a keen eye on detail. Provide enough context, information and description of what you are addressing. Make sure that what the behaviour you are describing is concrete so the individual can identify it.
Avoid big words
“Always” and “Never” do not work. It is not objective and it will not be perceived as so. If you want to get your individual receptive, be specific in which moment or moments you have observed a specific behaviour.
“Less is more”
Keep the feedback short and avoid intercalating inappropriate humour to the session. It can either be understood as it is less important or you the individual may feel further intimidated by it.
Do not use the sandwich technique
If you intercalate motivational and developmental feedback, the individual might result confused in what you want to convey. What are they doing good and what needs to be improved? Is there really a need for improving? Focus on motivational feedback first and use the developmental feedback as the next step in their growth path.
Feedback is a powerful communication tool
Learning to receive feedback, process it and implement it, has changed my life. It made me realise that giving feedback is delivering a gift.
It made me feel like I had in my reach an unlimited source of knowledge. I interact every day with a large number of people from a wide spectrum of nationalities and backgrounds. Everybody has a different perspective of my actions, my work, my thoughts, and feedback has become a continuous challenge on how to better myself in every aspect of my life. The same way, I want to challenge, develop and become the catalyst of growth for those who share paths with me.
While the SBI model taught me the basics on how to convey feedback objectively; the BIO model has helped me strengthen my connection with peers by focusing on what could be done differently through options. The BIO model is, in fact, the most suitable tool I have found so far to make it happen. It helps me connect, enhance understanding between myself and the others and deliver a message that is perceived positively, independently of its nature.
It helps me focus on the good. The 4:1 ratio ensures that I give acknowledgement on what they are doing well already and enables me to focus on what is the next step to take to improve in that area. Raises awareness on people behaviour, knowledge and performance. It helps us being aligned, on the same page, empowering each other to be the best version of ourselves using feedback as a tool.
Delivering constructive feedback is an art, and mastering it is a life-time journey. If implemented successfully, it can become the core of a successful corporate culture.
Are you ready for this challenge?
