Remember: Over the past few weeks we have explored the basic points to bear in mind before giving feedback. Many of you must have been wondering – “how exactly, am I supposed to give feedback then?”
Well, here is one way. The BOOST model is a feedback giving model that identifies the particular properties and circumstances that make feedback effective while ensuring that some typically thorny issues are discussed. B.O.O.S.T simply says that constructive feedback must be:
B alanced: The focus during feedback sessions should be on the areas of the receiver’s development and strengths, with a focus on how the strengths can be further leveraged. When giving “negative feedback”, be sure to include good and constructive points too.
O bserved: You must always base your feedback on what you have observed, rather than on what you think about it or your feelings about an issue.
O bjective: when giving feedback, don’t refer to the personality of the receiver but only on the actions and outcomes. Be descriptive, not evaluative.
S pecific: Make sure that you back up your comments with specific examples of the observed behaviour. For example, when giving a colleague feedback on a job well done by them, explain exactly what he/she did well.
T imely: Always endeavour to give your feedback as soon as possible, after the activity. Doing this ensures that you capture the observed action(s) as accurately as possible.
Begin to B.O.O.S.T up your feedback giving skills to create an environment where you and your co-workers feel comfortable giving and receiving feedback… … … Today