The scientific approach to feedback

Based on a study done in Sweden (Error, Praise, Action, and Trait: Effects of Feedback on Cognitive Performance and Motivation by Alva Appelgren), we can better understand and see the correlation and the effect feedback has on motivation and cognitive performance.

Four different studies took place, in which both the cognitive and behavioral aspects of the participants were survey  These studies involved MRI’s, questionnaires, mediation analysis, Bayesian statistics, and tasks.  Studies were done on adults and children, in both a controlled lab environment and in a classroom as well.

These were the four studies and their descriptions:

Study I: Investigated the effect of external and internal feedback on errors made, corrections given after errors occurred, and general correct responses on cognitive performance accuracy and reaction time in a working memory task.

Study II: Investigated the person’s thoughts regarding intelligence and their underlying motivation. This information was gathered through the measurement of the questionnaires influences on the number of days the participants spent in a working memory training program.

Study III: Investigated the effects of different types of feedback on errors made and correct responses in regards to working memory training improvement and motivation, and to evaluate new measures of effort inputted.

Study IV: Investigated how positive feedback directed to a person’s trait or someone’s actions influence brain activation, performance and motivation during a rule-switching task.

After carefully performing and evaluating these four studies they were able to get these results for each study.

Feedback study group Results for Study I

In study I, they found that external feedback (information you receive about a performance) given on all errors made did not change performance accuracy, compared to internal feedback (how you feel about a performance) on errors made. They also found that external feedback on errors made did have an effect on performance accuracy compared to no external feedback.  Another finding derived from Study I was that external feedback on general correct responses reduced reaction time and accuracy.

The combination with both types of feedback on both errors made and correct responses did not help performance since it reduced performance accuracy found in the interaction analysis. Overall, this study found that a person’s own internal thoughts can change performance accuracy and that external feedback on correct responses actually reduced reaction time and did not help performance.

Results for Study II

In study II, they found that beliefs regarding one’s intelligence, whether intelligence is perceived as something fixed or seen as something that can be changed with effort and training, influenced the number of trained sessions participants completed. Overall, this study found that people try to match their outcomes with their expectations.

Results for Study III
Feed4Ward model

In Study III, they found that the post-hoc analyses (tests performed after to confirm the differences between groups) showed that the group receiving both negative and positive feedback (Group 4) had significantly lower max scores than the group who received only positive feedback (Group1).  They also found that feedback influenced working memory training. Another finding was that commenting on a person’s errors does not seem to be helpful for working memory improvements. A way of improving a person’s reaction to comments on their errors would be by using the Feedback Academy Feed4Ward model.  By using this model, you transform a negative into a positive by telling the person what they should be doing instead of just telling them not to do it. Overall, study III found the connection between feedback and working memory training, and the effects of negative and positive feedback on a person.

Results for Study IV

In Study IV, they found that Participants showed more improvement when in a task feedback condition from a feedback session to a no feedback session, compared to trait feedback when looking at only genetic trials. They also found that participants rated higher motivation to continue the task after task feedback compared to after trait-feedback. Another finding was the effect of feedback on stress, where task-feedback induced less stress than trait-feedback. On the participant’s first visit it induced more stress within the individuals when they got trait feedback compared to the participants who got task feedback on their first visit. Overall, this study found that task and trait feedback are received differently and that feedback can be linked to stress reduction when directed towards a task and not a trait.

In conclusion…

… After looking at all the results, it seems that feedback plays a major role in performance and motivation.  How a person reacts to external feedback may depend on the individual, which makes it hard to find the optimal feedback type for each individual/task. Over all feedback is linked to inducing less stress, specifically when it is task feedback. Task feedback was perceived as positive by 75%, where trait feedback was only perceived positive by 30%.  It seems that people tend to take trait feedback more negatively than task feedback which is correlating with the Behavioral Iceberg . It is harder for people to hear about a trait they possess compared to a task they have performed. In addition, feedback must also be given in moderation, too much feedback can be just as harmful and not enough or no feedback.


For more information about the findings done by Alva Appelgren on Error, Praise, Action, and Trait: Effects of Feedback on Cognitive Performance and Motivation, Please visit:

Want to learn more about feedback in your organization?

Read more here on the website or contact Jerry Fogh directly at or telephone +45 60565758 to find out how we can help you!

11 Statistics on the importance of employee feedback

Employee Feedback is very important for the improvement and success of any company, organization, or team. An employee relies on feedback to improve or maintain their performance.

Employees are constantly searching for feedback, whether it is positive or negative.  They need that constant communication with their manager in order to remain engaged and to avoid burn out. Surprisingly, most employees do not receive the proper feedback they want or need.

In order for an employee to remain engaged, the manager must be consistent when it comes to giving feedback.  They must also make sure it’s the proper feedback as well.  If given incorrectly, feedback might do more damage than good. Below are 11 statistics that emphasis the importance of employee feedback.
importance of employee feedbackemployee feedback statisticsstatistics on employee feedbackstatistics on employee feedbackimportance of employee feedbackimportance of employee feedbackstatistics on employee feedbackimportance of employee feedbackstatistics on employee feedbackemployee feedbackemployee feedbackimportance of employee feedbackFor more information on these statistics please visit Moodtracker.

Want to learn more about employee feedback?

Read more here on the website or contact me directly at or telephone +45 60565758 to find out how I can help you!

Work your way to the top with feedback

No everyone is naturally good when it comes to handling feedback.  Whether you are the sender or the recipient, feedback can be quite tricky.  We often over think it and more than often end up miscommunicating our thoughts.

Feedback is something you must work on and continue to practice and develop on a daily basis.  It is not something you’re born with, but rather something you acquire through experience.  For example, a CEO is not born a CEO, he/she becomes one over time.

Ceo and feedbackFor those of you who aspire to become a CEO someday, you must start getting acquainted with feedback.  Feedback is one of the major key factors in running a successful organization, company, or team.  Without the adequate usage of feedback, an organization can cease to exist.  To become a successful CEO and run a successful company, you must be ready to both give and receive feedback.

You must be prepared to present your thoughts not as a criticism but rather constructively and in a structured way.  Feedback should help improve both leaders and employees, NOT bring them down.  This may sound like an easy task, but at times it can be quite difficult.

Many people I know, including myself, can sometimes find it difficult to receive and give this type of feedback.  We often tend to take it as criticism, rather than helpful feedback meant for us to improve.  I believe it to be difficult, because we have not been exposed to feedback very often.  Sure we have all been told by a manger or boss to change or stop a certain behavior, but more than often it has been more of a demand rather than feedback.

In order to be a successful CEO or leader, you must learn not only to make demands but to give feedback constructively.  This means that one must give feedback positively and clearly, and in return must listen to their employee’s response attentively.  Again, sounds easy enough but it’s actually something most people find very hard to do when put in that situation.

A great tool that can be used for this type of feedback and most feedbackFeed4Ward model situations is “Feed4Ward”.  Feed4Ward works by using feedback in a way so that it helps to improve and keep things moving forward.  The key is to be very specific in regards to why the person’s behavior should be changed/stopped, and what new behavior should take its place.  It is very important to suggest a behavior to replace the prior undesired one.  Without a suggestion the person may not know what behavior is expected of them from you, this may lead to them adapting yet another undesirable behavior.

For example; you as a CEO or manger risk losing focus and get very distracted when a certain employee constantly interrupts and randomly commentates out loud at meetings. You then could suggest that you meet to talk about their behavior.  You explain to them that their constant interruptions were not only distracting for yourself but for fellow colleagues as well, and it caused you to lose focus and forget all about what you were talking about.

Instead of telling them that you would like them to stop that behavior and then proceed to end the meeting, you should continue by letting them know what they could do instead.  For instance, you could suggest that they write their thoughts down and at the end of the meeting or at the end of a topic, they can raise their hand and voice their thoughts. When voicing their thoughts, they should also give suggestions on things that you could improve on or change and how they would like you to go about it.Feed4Wards gives power to your feedback

By doing this your feedback is by far more positive and effective than it would have been using a less direct method.  If you would have ended the meeting after telling them to stop their behavior, they might have been confused and possibly would have started another equally undesirable behavior to use instead of the prior one. That meeting would have been a waste of time.  Nothing would have been improved and you could have been taking a couple of steps backwards rather than forward.  But with the use of Feed4Ward you were able to stop the undesirable behavior and suggest an acceptable one to take its place, while openly receiving their feedback, which will move you both forward rather than backwards.

Feed4Ward is not only a useful tool for CEO’s but for all levels of management and can even be used between colleagues.  Everyone can benefit from using this tool and not only help each other improve but the company, business, or team as well.

If you would like to learn more about Feed4Ward and other tools that can help improve and create a positive feedback culture within your company, business, or team, visit our website or email us at


Feedback, change theories, and 4 false assumptions

I am contacted weekly by managers and employees who would like to see a greater impact from the feedback they provide and want advice on how to get started. Before I get to the 4 false assumptions, I would like describe the coupling between feedback and change theory

What is the goal of your feedback?

There can be many different reasons why you want to give your feedback to the receiver. If you’re not careful, it becomes the cause that determines how to deliver feedback and how it is received rather than what you want to achieve and why.

Let me give an example. The time is 1:10pm and you’re sitting with an annoyed potential customer on the phone. You have a colleague (let’s call him Sean Low) who has missed the deadline by 40 minutes and thereby preventing you to finish your offer to the customer at 1:00pm as promised.

Now you know very well that you do not need to attack your colleague, but it is now the third time you’ve experienced this. You may even have already put a buffer in at 20 minutes, to counteract Sean’s delays … Without any success.Feedback Assignment

Now when you need to give your feedback to Sean, there is a great risk that you will only use reason to formulate your feedback. On the way there, there will be many emotions involved, not necessarily benefiting you as a sender or Sean as the receiver.

Should I just forget the reason?

I want you, on the basis of reason, to formulate what behavior you want, in other words, what will you achieve with your feedback?

When the goal is to change …

The purpose of feedback is to basically make a wish: A change in behavior or increased/continued behavior. For example: Sean will meet his deadlines in the future (possibly by changing the time for the task performed) and another colleague may need to continue to contact customers with the same energy as before. The change in behavior creates a natural desire to change from the sender.

When we talk about changes in organizations, there are many models/theories described by people as such Rick Maurer. My thesis suggests that there are many similarities between changes in organizations and changes in individuals, it actually sits well logically as organizations consists of individuals.

What are the similarities?

Rick Maurer describes in the book “Beyond the Wall of Resistance” a number of reasons that change faces challenges and being stopped. When I describe some of them below, I ask you to try to think about why you typically find it difficult to adopt feedback.

“I do not understand it”?! Is one of the typical reasons that recipients find it difficult to adopt feedback.I don't understand it!

“Do not understand” can cover many different angles. It may be concrete facts and knowledge on how. It could also be that the purpose of the change is not obvious or acceptable to the recipient. Disagreements about the necessity can also cause resistance and genuine uncertainty about what it will mean for the receiver, and this can also affect the situation. So if you as the sender, understand and accept the feedback you will experience the majority of your feedback is adopted to behavioral change. You can learn this at our “Feedback with effect” workshop.

I Don't Like it!“I do not like it”! Fortunately, this is less common and mainly due to feedback being perceived as a threat, as dramatic or unnecessary and therefore creating an invitation to act defensive. You should also consider whether the receiver can experience a loss of such: Influence/control, status/prestige, privileges/benefits, routines, freedom of action or similar. In addition, the receiver might find that the feedback is too much for him/her and therefore they’re nervous about not being able to turn. This resistance goes from the more fact-based understanding to a more feeling-based and emotional experience of the feedback.

So when you hand out your feedback it is important that you examine how the recipient feels about it and simultaneously allow the recipient to be involved in the description of how the change will be implemented.

“I do not trust YOU”! I don't trust YouI do not trust you are much rarer; But then again a lock that is more difficult to pick is the most useful. You might even have people in your network that you find difficult to receive feedback from. It can be either the person or what they represent.

Sometimes the relationship is so bad that the receiver unconsciously turns down what the sender says or completely switches to another channel … It means that even good ideas go unheard and neglected due to prejudices and attitudes towards the sender. The relationship isn’t necessarily bad because of something you have done. This may be because of your title, your predecessor, doubts about your competence, your education or lack of, gender, religion, your politics and much more.

Fortunately, it is a minority of people I have met who have held this view of me for some time; But I understand that my feedback forces are more or less wasted on people where the relationship is broken. Due to this feedback sadly ends up typically being placed under the heading “Warning”.

The four assumptions…

As promised, here are 4 assumptions I derived from Maurer’s theory, which cause feedback to sail smoothly.

  1. Understanding is NOT the same as support and dedication
  2. Underestimating the potential capacity of employee (and manager) engagement. (Or lack thereof)
  3. Lack of recognition of fear force
  4. Lack of recognition of how even the slightest lack of trust/confidence in your mind can kill even the best idea.

Underestimate them and do what’s in your power to counter them.

Want to know more about how you can get more power from your feedback?

Read more here on the website or contact me directly at or at +4560565758 to find out how I can help you!


Generation Y and feedback

Leaders face major challenges in the future when it comes to feedback. The traditional and conventional tools are no longer sufficient if they are to develop the younger staff optimally. Generation Y is forcing leaders to focus more on their feedback culture.

Managers and HR are being challenged

Looking at it from an organization and HR perspective, “Generation Y” is a very different generation. It is a generation that places new demands on the way leaders in organizations motivate and develop, questioning the old and traditional forms of development and testing their digital boundaries.

How can you motivate a generation that is already driven by passion?

“Generation Y” is focused on one thing. Are they a failure or are they a success? Their lack of faith in the authorities means that they focus more on their performance.

They prefer to be assessed and graded to get feedback, and you will typically hear this phrase; “How can I improve? – How can I be successful? “

This is important for being successful, but it need not necessarily mean successful at work. It is preferred if you are unemployed and are successful on a surf board, rather than mediocre or a failure at a job. Generation Y, is indeed a generation that makes its life choices based on passion.

Or as they put it: “What do I like? – What keeps me burning?

feedback Is it easier, or harder?  

The answer is that it probably makes the manager’s job both easier and harder.

Easier, because those already in the workplace, are there because they want to be there and are passionate about it.

More difficult, because leaders must look at strategies and procedures closely, and consider how they can motivate and develop Generation Y.

The company is in other words, forced to be even more focused on future development. Passionate employees want to develop, and become even better to be successful.

The company’s primary task is to create a culture that focuses on development. Precisely for this reason, feedback and feedback culture should be a keyword for companies in the future. Continuous and constant feedback and response speak to Generation Y – both in terms of the feedback being constant and following volatile time, but also in the sense that a good feedback culture may set short-term goals, develop and provide success.

“Feedback has been an overlooked tool, despite being one of the most effective tools to motivate and develop employees, but Generation Y forces you as a leader to think of a feedback culture.”

Would you count a 👍 on Facebook as feedback?

My immediate answer would be no, but then again, I’m not from Generation Y (not even close). As with all other communication must be a target focus. This means that digital management comes into play in relation to feedback and Generation Y. This means that it requires both more and less of your feedback. More timely feedback and less time to prepare for your feedback.

How do you give feedback to a generation that expresses itself best through emoji’s and likes, SMS and a 😉 is regarded as a deep conversation …?

Drop your notion that it is better to give well thought of, fine and dandy feedback once a year rather than a perpetual stream of feedback. Generation Y, WANTS to have the eternal stream of feedback. For feedback, it means that it becomes more impulsive, more alive, but most importantly it hits the target, Generation Y, and ensures development and success.

Should you👍? Well, why not? It may in fact be only YOU that has to get used to it, your future employees already do this.

Do you want coaching on how to prepare for the feedback-front?

Read more here on the website or contact me directly at or +4560565758 and hear how we can help you!


Best wishes

Jerry Fogh

This is a comment written on the basis of a statement I heard during a network meeting. At this meeting Sidsel Jess, from the company Bruun & Partners, talked about their studies within the subject of Generation Y.


Prevent bullying at work

If you do not have a culture that encourages dialogue or feedback, then you have created the ultimate living conditions for bullying at work and it can cost dearly!

A study done by the Labor Movement in 2015, reports that every ninth person in the Danish labor market has been bullied.

Every ninth person!

It’s really not that surprising. Each year new studies show that bullying is not just something that occurs among children in the playground, but also among adults in the workplace.

Bullying cost companies quite a lot.Prevent bullying in the work place

Employees who are bullied can become stressed or even get sick, and this goes beyond the company’s productivity.

We are not just talking about only one person who is bullied, it is often rooted in poor corporate culture, which creates poor psychological work.

It ultimately takes a heavy toll on the company, who throughout all this will not experience development – but worst of all personnel escape!

How can we prevent bullying?

To solve the problem to this question, one must look at the common denominator. What is it that causes a seemingly harmless situation or behavior to escalate and create the basis for bullying?

LACK OF FEEDBACK!Types of bullying

When we work in a workplace where there is no tradition of talking to each other and telling each other what we are doing good or bad, we created the ultimate breeding ground for bullying. When we do not look each other in the eyes, and allow each other to disagree, or tell each other what we do good or bad, then we have the tendency to express our discontent or disagreement about that person to a third party instead. What we say to each other, we say often to a third party. We talk all ABOUT each other instead of WITH…


– Because it is easier

– Because we do not like conflicts

– Because it does not put US in an uncomfortable situation


If we work in a workplace where there is a culture that encourages dialogue and feedback, we often do not think about it and we act just like we have always done – without thinking about it! Quietly we transcend each other’s limits, limits that involve what we can say about each other and finally – what we can say to each other.

Prevent bullying – by focusing on a feedback culture

Prevent bullying by focusing on a feedback culture






Lack of dialogue and feedback to each other create the best living conditions for gossip, bullying and psychological strains. It can cost a lot! Both in sick leave, productivity, development and employee turnover.

It is management’s first and foremost task to create a culture where it is customary to give feedback to each other, look each other in the eye and express differences of opinion. The more you talk WITH each other the less you talk about each other – it creates a healthier working environment and a healthier business!

Want to know more about how you can create a healthy feedback culture in your company? Read more here on the website or contact me directly at or +4560565758 and hear how we can help you!


Sources for further contemplation: (Danish)


Yelling is the key to delivering feedback more Effectively!

Until recently many people believed that yelling was not an appropriate tone to be used in a professional setting.  This was supported by countless studies, all of which stated that yelling was ineffective and unprofessional.  However, recent studies have surprisingly shown that yelling can actually be a more effective way to express feedback with four compelling reasons. 

Its recent success lies within this four facts:

1. It Captures attentionAttention

There’s no doubt that yelling can capture the attention of even the most resistant audience.  Whether you are the sender or the receiver of feedback, yelling can aid in grabbing/retaining the persons’ attention. Without the appropriate attention, your feedback can be lost, misheard and ultimately misunderstood. This leads to my next point.

Listening to feedback


2. Yelling makes it easier to hear/understand

Yelling feedback makes it much easier to hear and understand. Most people feel uncomfortable when it comes to giving or receiving feedback.  More than often this results in the sender sounding muffled and rushed and the receiver (who’s thoughts are running wild) unable to hear and understand. This feedback was not perceived well; in fact, it was not perceived at all.


3. Your Feedback is perceived as being genuine

How your feedback is being perceived is important for the results you will see.  When it comes to feedback, in particular when giving feedback, it is very important that you are genuine.  We often worry too much about not hurting the other person’s feelings that we tip toe around it and even sugar coat whatever point we are trying to get across.  This results in your feedback being perceived as not being genuine, therefore creating no results.  Yelling however helps to make your feedback as realistic and as genuine as possible.

4. It’s less stressful

Lastly, yelling can be less stressful.  It’s true! Studies have shown when you yell you are releasing stress. Yelling your feedback also takes the stress out of thinking about how your message should be delivered and how it will be taken. So forget all about what you thought you knew, and just YELL!



To learn more about YELING YOUR FEEDBACK, join our upcoming webinar April 31st @10pm.

Meanwhile please watch this short video for inspiration.

From Annual Performance Reviews to Integrated Feedback

The annual performance review has received some hard blows in recent months. Inadequate and indifferent are just some of the ways it has been described. But what is really wrong with it? The very purpose of the interview is real enough, you sit down, talk, evaluate, and then make a plan! Is it its format then?

When the mold does not fit…Source Lederne

“It’s all chit chat and feel-feel, it’s not meant for me,” an acquaintance said to me when the conversation fell on performance reviews. For him it was clear that an annual performance review was just an uncomfortable conversation to get over with as soon as possible. He even worked at a company that throughout the year would follow up with engagement surveys. Every three months they got questionnaires where they would rate, on a scale of 1-6, how they felt in the areas well-being, motivation, tasks…etc..

“It’s about not having any answers below three,” he said.

“Otherwise, we will just have to hear about it at the performance review”.

It got me thinking!

Although a recent Danish study showed that 9 out of 10 leaders had plans to work with staff development in upcoming years, it requires so much more than just management’s intentions to make it happen. Businesses WILL increasingly want to work with their employees, but employees will not always – at least not in the sense the company does.

So what is the problem? Why do employees avoid engagement surveys the company offers and see performance reviews as something to just get over with?

Maybe it’s the format?

When the intentions are good, but the tools are wrong.Wrong Tools for performance management

Despite the company’s good intentions, it is as if they have critically over looked their toolbox. Performance reviews have been the universal tool, the sure winner – every time!

I’ve experienced through my contact with companies, that performance reviews are often used as a matter of recourse – for what else is there?

One performance review, supplemented by a course of the employee’s choice, seemed to be the sure recipe for development.

And I can understand why!

It is the easiest way…

But it is also the most expensive and least effective way!

But what should we do?

Annual performance reviews are more than often one sided, what you should really be focused on employee development and hearing what employees have to say.

The problem, however, is not necessarily such performance – which in itself is good enough. The problem with such performance can be found in the whole idea and perception of employee development.

The problem is that employee development has become something you have – rather than something you do.

It has become an activity that is limited to individual events. If you want powerful employee development you need to change your way of thinking. Employee development must be something you do all the time! It must be integrated in the culture, the way it’s acted upon in everyday life and the way you are communicating it. In addition, you go from a give/take mentality, where employees are waiting for what he/she can get from their manager. It is important to stay focused, for the door to development opens only from the inside and cannot be forced open by the manager.

"Your evaluation will be based on what you do in the next 30 seconds."

The format must be adapted!

It’s a fact that if you were to ask the employees themselves, they would emphasis that ongoing informal conversations with the manager are worth more than a performance review. An employee’s demand for development is an integral part of everyday life.

A study showed that it is actually only 4% who think that performance reviews are more valuable than the daily informal dialog. And this leads me to ask the next question…

Have you talked to your employees today?

Figures show that employees want and need different approaches to further their development. A developmental conversation that takes place in an informal tone on a daily basis, and ongoing feedback/ongoing dialogue with the leader. A new mindset for a culture change, where employee development is something you do as an integral part of everyday life.

Want to learn more about how you can get integrated employee development?

Read more here on the website or contact me directly at or telephone +45 60565758 to find out how I can help you!

SOURCES (in Danish):


Do you have the right FOCUS for your feedback?

Here is the solution to minimize bad feedback.

Many managers and employees ask for feedback and we may all have an opinion about how feedback should be served, so that we get the most out of it. In many engagement surveys, personal talks and annual performance reviews, both feedback and communication are discussed and highlighted as something that should be worked on. There is either too little, too much or too-wrong and everyone agrees that it can be done better. BUT WHAT DO WE DO ABOUT IT?

Remember to stay in control…

Although you may have come across the “Control circle” earlier in your career, I would still take a moment to dwell on that model and involve it within the context of feedback.

Control Circle also for feedback

The Control Circle consists of three areas, that I have chosen to color in this post for better visualization.

The GREEN area is called the “Control area“, which contains the things that we have control over. This applies to what we do, say and think. In this area, we have in other words, all the things you can do without another preventing you from doing so.

The YELLOW area called the “Influential area” describes the things that we can have a large or small influence on. For example: customers, colleagues, work, work schedules, procedures, etc. What they all have in common, is that we can make an effort to influence them and the desired outcome depends on your influence.

The RED area is called the “Terms & Conditions area“, which consists of the daily things that we have no influence or control over. For example, you can start to look out the window and watch the weather. No matter how hard you try, it would seem unlikely that major changes will occur. The same can apply to areas that you thought you had influence and otherwise, it’s typically the big things as politics, economics, increasing contribution rates, corporate policies and fuel prices.

How do you use your energy?

For insistence, if you observe the feedback culture within your company and break it down further to anaylize how feedback culture is reflected within your department, your team, and your own behavior.  You will probably find that there are significant differences in how feedback is handled depending on who you observe.

Now, I do not know how it is done in your everyday life; But I have seen many courses and workshops focus right unilaterally on how feedback is delivered. This means that each person uses energy, to become better at giving feedback and at the same time expect that the environment also familiarizes themselves with how feedback should be given …

What did you do last time you got feedback that you found developing, constructive and maybe even useless? Did you tell the sender to give it in a different way, or did you ignore it?

What about control?

Remember to have control over your feedback

I started to keep a control circle against feedback situations that I’ve been in.  And I admit that my energy has not always been spent where it has the most.

Of course I have constantly focused on providing stimulating and constructive feedback, which is found in the green control area; But at the same time, I have also demanded that my surroundings use the same energy, even if it is located in the yellow sphere of influence …

You obviously need to exercise your influence. I would recommend that you use your energy to take control of things you can do something about. This means that you need to continue your good work as the sender and instead of correcting the person giving you feedback, you need to redirect your FOCUS onto something you have control over, which would be HOW you receive feedback.

How to keep FOCUS on receiving feedback.

FOCUS is a way you can influence the sender and simultaneously take full advantage of the feedback you receive, regardless of the immediate quality.

FOCUS is an acronym, where each letter helps you to remember the different stages that you, as the recipient, must focus on.

Feedback ready:

Feel good after, whether you are ready to receive feedback right now or not. If you do not have the time/energy to focus on receiving feedback, you should just wait until you have more time/energy. There may of course be situations where the feedback cannot wait; But then you should put the other stuff away and get ready to receive.

Open and aware:

When you have made it as clear as possible, it is important that you are aware of the sender and what he/she has to say to you. Look at him/her and listen to what is being said and do not interpret what is meant.

Clarify the behavior:

It is still important that you do not interpret. On the contrary, ask about what behavior you have demonstrated that underlies in the feedback. What have you said, done or not done? Ask about specific examples and do not interpret.

Understand the new future:

Now you have heard the feedback and its rationale, and now it’s important that you find out what the sender wants from you in the future. You must, in other words, take control of the description of the alternative behavior. To do this, use questions based on Feed4Ward®. “What would you like me to do more of next time”? or “Is there anything you would suggest that I do less of?”

Summarize and plan follow-ups:

Before parting, it is important that you have agreed on how and when to gather up your talk and evaluate. It could also be that you need to think about the basis for the feedback. It was not just you who decides the time alone and therefore, there must be enough time for you to remember examples or arguments in your car on the way home.

So, to keep on Summarizing…

Use your energy on what you have control over.

You have control over how you give feedback AND in addition, you have control over how you receive it.

Use FOCUS to sharpen your ability to receive feedback and then you’ll probably find that you will provide a constructive influence on the sender, compared to if you criticized him/her on giving lousy feedback.

Want to know more about how you can have a greater impact on your colleagues’ feedback and would you like to have the tools to make changes in your organization?

Read more here on the website or contact me directly at or telephone +45 60565758 to find out how I can help you!