Explain
EXPLAIN using a clear example of the exact behaviour or action that has prompted your feedback. The sooner the better. Stick to the facts and be brief.
Describe
DESCRIBE the effect of the behaviour. What impact has it had on colleagues/results/stakeholders? Keep it factual, short and simple.
Give the mic
GIVE the recipient the mic. Invite them to speak and give them a fair hearing, in their own words. What action will they take? What will they do more/less of? If the feedback is positive, it’s their chance to take some credit. If the feedback is about an improvement that’s required, this is their chance to take responsibility.
. . .
End positively
END POSITIVELY, with your encouragement and your recipient’s commitment. Let them have the last word whenever possible.
Explain
Well done in that presentation! I noticed you handled the questions well, giving concise answers to some and involving colleagues for others.
Describe
I thought that showed teamwork, it showed respect for the client and you got them nodding along.
POSITIVE FEEDBACK
Give the mic
How do you feel it went?
. . .
Click on an interactive element for more examples
End positively
So, when is your next opportunity to do this again?
Explain
I notice that you put the conclusions of your report up front in simple language.
Describe
Because the conclusions were so easy to read, I was able to forward it directly to senior management and put your name front and center.
POSITIVE FEEDBACK - a touch directive ...
Give the mic
How do you do it?
. . .
End positively
I’d like you to use this format for all reports going forward. Could you share it at our next team huddle?
Explain
I noticed you read off your slides in the presentation.
Describe
The audience ended up looking at the handouts more than they looked at you and didn’t ask any questions.
CORRECTIVE FEEDBACK
Give the mic
What are your thoughts on that?
. . .
This is where coaching may happen
End positively
I’m very sure you can do this, and am curious to know how you will – so how will you?
Click on an interactive element for more examples
Explain
I need to raise something with you: when you turn up late for meetings with our biggest client,
Describe
... they complain while we wait for you.
CORRECTIVE FEEDBACK a touch directive
Give the mic
How about we have the meetings earlier in the day so that you can start the day with them, or via video call so you can join the call from wherever you are?
End positively
Which do you think would work best?
You can see that this approach is more prescriptive, suggesting what to do instead. It works well when dealing with “get-to-the-point” people and service providers. Please note, this approach should be used sparingly with those you manage, as they could easily see it as micromanaging.
Explain
I want to give you some feedback on the last batch of flyers you delivered. They went to the wrong address and ...
Describe
... it took a while to trace and retrieve them.
CORRECTIVE FEEDBACK a touch directive
Give the mic
What if your driver uses a scanner app on their phone and sends us the signed delivery note there and then, so we don’t need to keep checking?
End positively
Can you do that?
You can see that this approach is more prescriptive, suggesting what to do instead. It works well when dealing with “get-to-the-point” people and service providers. Please note, this approach should be used sparingly with those you manage, as they could easily see it as micromanaging.
Explain
I need to give you some feedback: my team called your help desk two days ago and there’s been no response.
Describe
They’re now held up on a project and risk delivering late.
CORRECTIVE FEEDBACK a touch directive
Give the mic
Instead of a phone line, how about online live chat, where one of your team acknowledges and says when they’ll be here?
End positively
How could you make that work?
You can see that this approach is more prescriptive, suggesting what to do instead. It works well when dealing with “get-to-the-point” people and service providers. Please note, this approach should be used sparingly with those you manage, as they could easily see it as micromanaging.
The EDGE Model
GEORGIOS NTERVAKOS
Created on May 10, 2023
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Transcript
Explain
EXPLAIN using a clear example of the exact behaviour or action that has prompted your feedback. The sooner the better. Stick to the facts and be brief.
Describe
DESCRIBE the effect of the behaviour. What impact has it had on colleagues/results/stakeholders? Keep it factual, short and simple.
Give the mic
GIVE the recipient the mic. Invite them to speak and give them a fair hearing, in their own words. What action will they take? What will they do more/less of? If the feedback is positive, it’s their chance to take some credit. If the feedback is about an improvement that’s required, this is their chance to take responsibility.
. . .
End positively
END POSITIVELY, with your encouragement and your recipient’s commitment. Let them have the last word whenever possible.
Explain
Well done in that presentation! I noticed you handled the questions well, giving concise answers to some and involving colleagues for others.
Describe
I thought that showed teamwork, it showed respect for the client and you got them nodding along.
POSITIVE FEEDBACK
Give the mic
How do you feel it went?
. . .
Click on an interactive element for more examples
End positively
So, when is your next opportunity to do this again?
Explain
I notice that you put the conclusions of your report up front in simple language.
Describe
Because the conclusions were so easy to read, I was able to forward it directly to senior management and put your name front and center.
POSITIVE FEEDBACK - a touch directive ...
Give the mic
How do you do it?
. . .
End positively
I’d like you to use this format for all reports going forward. Could you share it at our next team huddle?
Explain
I noticed you read off your slides in the presentation.
Describe
The audience ended up looking at the handouts more than they looked at you and didn’t ask any questions.
CORRECTIVE FEEDBACK
Give the mic
What are your thoughts on that?
. . .
This is where coaching may happen
End positively
I’m very sure you can do this, and am curious to know how you will – so how will you?
Click on an interactive element for more examples
Explain
I need to raise something with you: when you turn up late for meetings with our biggest client,
Describe
... they complain while we wait for you.
CORRECTIVE FEEDBACK a touch directive
Give the mic
How about we have the meetings earlier in the day so that you can start the day with them, or via video call so you can join the call from wherever you are?
End positively
Which do you think would work best?
You can see that this approach is more prescriptive, suggesting what to do instead. It works well when dealing with “get-to-the-point” people and service providers. Please note, this approach should be used sparingly with those you manage, as they could easily see it as micromanaging.
Explain
I want to give you some feedback on the last batch of flyers you delivered. They went to the wrong address and ...
Describe
... it took a while to trace and retrieve them.
CORRECTIVE FEEDBACK a touch directive
Give the mic
What if your driver uses a scanner app on their phone and sends us the signed delivery note there and then, so we don’t need to keep checking?
End positively
Can you do that?
You can see that this approach is more prescriptive, suggesting what to do instead. It works well when dealing with “get-to-the-point” people and service providers. Please note, this approach should be used sparingly with those you manage, as they could easily see it as micromanaging.
Explain
I need to give you some feedback: my team called your help desk two days ago and there’s been no response.
Describe
They’re now held up on a project and risk delivering late.
CORRECTIVE FEEDBACK a touch directive
Give the mic
Instead of a phone line, how about online live chat, where one of your team acknowledges and says when they’ll be here?
End positively
How could you make that work?
You can see that this approach is more prescriptive, suggesting what to do instead. It works well when dealing with “get-to-the-point” people and service providers. Please note, this approach should be used sparingly with those you manage, as they could easily see it as micromanaging.