We believe that giving and receiving feedback is a key way for us to grow and develop.
At its best, feedback is a powerful tool, stimulating honest self-reflection, insight and improvement.
Helpful feedback can:
- Help us to identify ‘blind spots’ in our own practices
- Improve our ability to do our jobs well
- Help us understand how our actions may be perceived by others
- Encourage healthy team culture where conversations that could be tricky are handled maturely
- Deepen our relationships and trust in others
However, when feedback is given clumsily or with mixed motivation, it has the potential to be destructive and damage relationships. It is really important that we consider our words carefully and thoughtfully seeking the best for the person and the organisation as we do so.
We have chosen to specifically make space within our annual review process to give a framework where we each have the opportunity to give and receive feedback well.
We recognise that we may each come to this process with mixed experiences of giving and receiving feedback and some of you may find this process causes anxiety. Therefore, the guidance below is designed to help you engage positively with this process and support from line managers will be available throughout. We encourage you to discuss how you’re feeling with your line manager should you have any concerns before annual reviews begin.
Requesting feedback from others
Within the peer feedback part of the annual review, you will begin by requesting specific feedback from other team members who you will identify with your line manager.
You will be able to make these peer feedback requests via the database when the annual review is officially booked in with your line manager – this will be available to do from Monday 2nd June 2025.
It can be daunting asking others to give you feedback on specific areas. Consider asking for feedback in the areas which you are already curious about and areas where you already know that you want to grow in. This does take courage!
Below are some ideas of areas you may want to get feedback on:
- Role specific skills
- Communication – frequency, clarity
- Attitude, passion, work ethic
- Timeliness, ability to work to deadlines, habits and disciplines
- Ability to work well as a team, to encourage others
- Ability to manage change well
- Ability to be proactive, creative, take the initiative
- Ability to inspire and remind of our faith value within work context
- Reliability – the ‘safety’ of things you hold responsibility for
- Trust – reflections of your confidentiality and discretion
- Sociability – interactions within a team, creating connections, being available, encouraging belonging
- Other leadership qualities – how well you delegate, empower, envision
How to give feedback well
If and when you receive a feedback request from someone else, it is helpful to bear in mind the following guidance;
- Be specific and measured. Avoid using blurry words or sweeping statements – e.g. “You always, You never, Everyone thinks, I'm certain that...”
- Show the impact of their actions on you as an individual, remembering you are not representing a group of people – helpful starters are “I think, I feel, I noticed...”
- Focus your words on The ‘Do’ not the ‘Who’
- Review your feedback before you send it to check that it is value centred – showing Hope, Courage, Integrity, Compassion, Togetherness
- Gives space to respond – if you’re wanting to share something you think someone might find tricky, ensure you offer time to discuss further, ideally in person.
How to receive feedback well
Sometimes receiving feedback can trigger a strong emotional reaction in us. As you prepare to receive the feedback that’s been sent to you, try to;
Be open – be prepared that others may share a different perspective
Be positive – Accept the positive feedback and evaluate whether trickier feedback could lead to a growth opportunity for you
Be reflective - There is opportunity to talk your thoughts through with your line manager in your annual review. Remember that you don’t have to agree with the feedback and there may be a bigger story or perspective that it’s helpful to share with your line manager.
Be proactive – consider whether the feedback can help you to develop a plan – where you could grow into areas of strength and improve areas needing development
If emotions are triggered, e.g. anger, sadness, confusion, consider what is at the root of the emotion:
1. Truth and identity Trigger - I don't feel it's true/this isn’t how I see myself
2. Relationship Triggers – I don't trust the motivation of the person
3. Shame trigger – I recognise some truth, but it is too painful for me to engage with it
If you feel that there are things which concern you during this process which you can’t speak to your line manager about, please do contact the People and Culture team via the helpdesk