Manager Tools

How To Teach Peer Feedback To Your Directs

36 min

This episode of Manager Tools teaches managers how to instruct their direct reports in giving effective peer feedback using a simple two-step model focused on behavior and impact. The hosts explain the differences between the manager feedback model and the peer feedback model, emphasizing the importance of an encouraging tone and building trust before delivering any negative feedback. Key insights include rolling out positive feedback first for several months, tracking peer feedback performance in one-on-ones, and recognizing that feedback is always about encouraging effective future behavior.

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✨ Key Takeaways

1

The peer feedback model has only two steps: state the behavior using 'When you...' and describe its impact, without asking for permission or requesting change.
2

Managers should first teach the standard feedback model to their directs and exclusively use positive feedback for eight weeks before introducing the peer version.
3

Negative peer feedback should only be given after a trusting relationship is established; otherwise, it may be perceived as criticism.
4

Feedback must focus strictly on observable behaviors (words, tone, expressions, body language, work product) rather than attitudes or intentions.
5

Tracking peer feedback performance during one-on-ones and rewarding the most frequent givers and receivers can encourage adoption and improve team morale.

💬 Notable Quotes

"The purpose of all feedback is to encourage effective behavior in the future. Feedback is not about the past. We can't do anything about it."

— Mark
"If you have an abysmal relationship with one of your peers, you do not get along... I'm gonna think twice about whether or not you should ever give negative feedback to your peer."

— Sarah
"All feedback should be delivered in an encouraging tone. If I can't forgive the direct for what they did, then I'm not going to be able to be encouraging about the future."

— Mark