Step 4

There are many models you can use to help you structure a feedback conversation. Here is the IDEA framework that is simple and effective.

I is for identify the real issue.

You might have a good idea what the issue is, but this really is only your assumption. Only when you allow them to tell their story will you uncover the real cause of the issue. It maybe time management, lack of confidence, lack of skill, fear, disorganisation, people pleasing or even external factors. Once you understand the real issue, you can then work on finding solutions that will make an impact.

D is for discuss. Now you understand the real issue, you are able to discuss the topic. You can state your expectations and define what good looks like and then discuss the gaps and how you might close them. Keep the dialogue two way so they can share what good looks like for them. 

E is for explore. This is an opportunity to coach your member of staff to find solutions for themselves. When stress levels are reduced, we activate our creativity and resourcefulness. They might have the perfect solution for them. Asking them questions such ask, how can you improve or what ideas have they got? Open, solutions focused questions are a real skill and puts them back in control. If they don't have any ideas, suggest a brain storming activity to help them open up. If all else fails, ask if you can make some suggestions.

A is for action. Once you have found a solution, now you need to get some commitment. What action will they take, how will they do it and by when. You have a part to play too. You may need to offer help, give training, introduce them to experts or extend the timelines. Now is also the time to agree on when you will review progress together - and honour it. 

And when they achieve the goal - recognise it. Achieving their goal may have taken great effort, dedication and growth. Make sure you acknowledge their accomplishment in a way that demonstrates you understand the effort. Feedback can be positive too.