BrightSkills

Delivering Feedback using AID Model

We work with managers at all levels in a very broad range of industries and business sizes.  We’ve found across the board that feedback delivery skills and techniques are at a low.  Our observations are that there is a lack of action to deliver timely feedback, in most cases both positive and negative.  When explored, most managers identify that the reason for this is a) confidence b) lack of technique or ‘how to’ and to a much lesser extent c) lack of motivation that delivering the feedback will change anything “what’s the point, I’ve done it before and nothing changed”. 

OK, so we can help you with the above which is good news right?  We help managers to develop their skills and confidence in this area every day.  The benefits of delivering feedback to our team workers – both individually and collectively – are;

• Strong morale
• Clear sense of the ‘right’ behaviour and attitude
• Boosts personal accountability and responsibility
• Creates an environment where continuous development and improvement is the norm – boosting high performance culture
• Allows individuals to clearly understand their strengths and areas for improvement

When we work with clients be it in 1:1 coaching or through training workshops and development programmes, we always use the AID model for delivering feedback.  AID provides a useful tool for managers to structure their conversation and dialogue around in order to ensure that they are constructively managing how they deliver the feedback – so that their team workers are clear and capable of taking the right action or next step.  So, what is AID I hear you say?

Introduction to AID Model for Feedback Delivery

A                Action

Manager specifically defines the observable action that the team worker has taken which is either positive or negative.  Very importantly and as highlighted here, the action must be observable – in other words, it must be based on actions / behaviours that can be defined and that have been observed by others.

Correct use of AID – “Over the last two weeks, you’ve signed in for work late on 6 occasions”

Incorrect use of AID – “You’re building a track record for lateness now, you’re constantly late these days”

I                  Impact

Here the manager must explain the impact of the action not only for the individuals involved but for the greater ecology i.e. self – team – organisation – industry reputation etc.

Correct use of AID – “the impact of this is that many tasks cannot be started until your team is complete – therefore there is a delay in work production for the overall group – directly connected to your lateness”

Incorrect use of AID – “the impact of this is that everyone is feeling frustrated and is fed up”

D                Do

Lastly, this where the manager outlines the behaviour that they would like to see continuing / changed for the future.

Correct use of AID – “From now, I expect to see your timesheet without any lateness and if you think you are going to be late, I expect you to call me directly at least 30 minutes before you’re due in”

Incorrect use of AID – “So don’t let it happen again”

This is just a short introduction to the model, the real challenge comes when we are engaging in a dialogue of feedback delivery – we often need to engage coaching and listening skills to really influence behavioural change.

If you’d like to find out more about AID or if you’d like to talk to us, please contact us at info@brightskills.ie or by phone 01-8531400.  We’re always happy to chat and share our wisdom over a cup of coffee!