Continuous Feedback & Recognition
Don't save feedback for PAD — build a rhythm that shapes behaviour in real time.
Learning objectives
- 1.Implement a sustainable feedback cadence with each direct report
- 2.Deliver constructive criticism that changes behaviour
- 3.Recognise contributions in ways that motivate diverse team members
EC competencies developed
Full framework →Feedback as a management system
Monthly or fortnightly 1:1s create a container for feedback. Structure: their agenda items, your observations, blockers you can remove, development check-in. Short, frequent feedback beats annual surprises.
The SBI model
Situation-Behaviour-Impact: describe when and where, what they did (observable), and the effect on team/output/stakeholders. Avoid labels ('unprofessional') without behavioural specificity.
- Situation: 'In yesterday's interservice meeting…'
- Behaviour: '…you interrupted the DG FISMA colleague twice while they presented figures.'
- Impact: '…which made us appear unprepared and slowed agreement on the timeline.'
Recognition in public institutions
Salary flexibility is limited; recognition must be creative: visibility to senior management, interesting assignments, conference attendance, public praise (where welcome), flexible working where policy allows. Ask individuals how they prefer to be recognised — it varies culturally.
Practice
Hands-onApply this lesson before you move on. Your work is saved in your personal workbook.
Feedback judgment calls
Choose the best manager response in each situation. These test judgment — not memorising the SBI acronym.
1. A staff member submits a draft two hours before a Director needs it. Quality is poor and you are in back-to-back meetings. What is the best first move?
2. Which message is most likely to change behaviour in a 1:1?
3. A high performer asks how they will be recognised for leading a successful file. Salary flexibility is limited. Best response?
4. How often should constructive feedback on recurring work habits ideally happen?
Key takeaways
- ★1:1s are the backbone of performance management
- ★Use observable behaviour, not character labels, in feedback
- ★Recognition takes many forms beyond financial reward
You haven't finished the practice block yet. You can still mark the lesson complete — or finish the practice first (recommended).