What is feedforward and why is it so important?
Analysis of past mistakes is the basis for managing an organization, projects and people. However, it often leaves employees with the feeling that they have been blamed for failures and failures, and their work has been properly appreciated. So what to do to make the feedback have the desired effect and improve the quality of work in the future? The solution is feedforward – the younger and smarter sister of feedback.
Like feedback, feedforward is a tool to develop the right competencies or behaviors of employees. While feedback is reactive and focuses on the past (back), feedforward looks forward (forward). It does not focus on the problems that have been, but on solutions that can help us avoid problems in the future. And that is why it is almost always positively received by employees. In contrast to feedback, so often associated with negative emotions and looking for excuses. As the creator of the tool, Prof. Marshall Goldsmith, emphasizes, it is easier to show people how to do something better than to prove them wrong.
To sum up – feedforward serves the same purposes as feedback, but it has many useful features that make it a successful replacement or complement classic feedback.
3 x YES, i.e. the advantages of feedforward:
- Feedforward = more distance.
Feedforward is neither an assessment nor a criticism. Thanks to it, employees approach the conversation with greater distance and less personally, which allows them to focus on the positive and constructive learning for the future.
- Feedforward stimulates employee activity and creativity.
In a conversation with employees, we do not refer to what was. We talk about the future in such a way as to emphasize what activities we care about the most. This, in turn, encourages employees to look for new solutions.
- Feedforward solves potential problems before they arise.
In feedback, actions are inherently reactive – a bit in accordance with the saying „A wise Pole after a loss”. In feedforward, we use the knowledge, experience and talent of the employee to prevent potential mistakes in the future. Recalling another proverb: „what happened, it will not stop”, so therefore, instead of staring at the rear window while driving a car fast, it is better to look ahead. This is one of Marshall Goldsmith’s pictorial metaphors that is worth remembering.
In his co-written book „What Got You Here Won’t Get You There”, Goldsmith identified 4 simple steps for feedforwarding:
- Think about which behavior or habit you would like to change.
- Describe your goal in a one-on-one conversation. Your interlocutor can be your co-worker, boss, friend (yes, the advantage of feedforward is also that it works not only in professional relationships). Instead of asking, „Why were you late sending your monthly report again?” tell the interviewee, „I’d like you to send your monthly report punctually from next month.”
- Ask your interlocutor for ideas that can help put your plan into action. Listen to him, but do not judge or criticize.
- Thank you and put the plan into action!
Most importantly, the process works both ways. Let’s assume that you want to change something in yourself, e.g. improve your communication skills. Then you ask the other person for suggestions on how to achieve your goal.
But does feedforward mean that we should give up feedback? Do not necessarily. However, it is worth intertwining them with each other. Feedback itself can make an employee feel that they are still being evaluated or, worse, criticized. Both parties actively participate in feedforward, and their relationship is more partnership-like. Both tools should be used adequately to the situation and needs.
