如何向你的经理询问你可以实际使用的反馈

Ask your manager “Any feedback for me?” and get “No, you’re doing great.” That’s nice to hear.但它并没有给你任何关于如何改进的指导。你不会知道上周的项目是否如你想象的那么好。

不要向你的经理提出非常广泛的问题，而是使用一个非常狭窄的焦点。 Ask about one piece of work or one skill.然后询问你的经理下次机会出现时你可以采取哪些不同的做法。确保在 1:1 会议之前向您的经理稍作提示，以便他或她可以在提供反馈之前收集他们的想法。然后在解释之前听取他们的反馈。将反馈付诸行动并稍后报告。

Pick one piece of work or one skill

虽然广泛的问题会得到广泛的答案，但良好的反馈需要更有针对性的问题。 Asking your manager “How am I doing?”他或她会总结你几周来的工作，大多数经理都会以礼貌和笼统的方式回复。

接下来，您希望限制问题的范围，以便能够处理您的经理将提供的反馈。这通常意味着选择您的经理最近看到的单个可交付成果，或者您当前正在尝试提高的单个技能。因此，如果您是一家公司的新人，最好询问您的经理实际看到的工作，而不是他们只是从其他人那里听说的工作。

您的经理仅通过其他人听说的工作通常对新员工来说是禁止的，因为这要求他们猜测您工作的细节。

Ask what to do differently next time

如果你询问你的下一次工作或技能尝试，你会得到比关于你的整体表现的宽泛问题更有用的反馈。

对 EMBA 学生（所有人都是在职经理）的研究以及他们在角色扮演中相互评估绩效的研究发现，当管理者获得关注未来行动的反馈时，他们比获得关注过去行动的反馈时更有动力去改变¹。请注意，这项研究使用了角色扮演和自我报告，因此它没有显示实际工作场所的绩效随着时间的推移会发生什么变化。

这是一个狭隘的、前瞻性的问题，您可以在一对一中提出：

Asking for one thing is very important here. There are many, many factors that determine how effective your feedback will be. One of the things that is most important is asking for one thing. Give your manager permission to say one thing and they can be specific without feeling like they’re writing a formal review.

Give your manager a heads-up before the 1:1

Feedback without context can be quite vague.如果您可以在一对一会议前一两天让经理准备好回答您的反馈问题，他或她就可以回去重新评估您所做的工作以获得更具体的反馈。

This can be a very short email:

Adapt the heads-up message

Hi [manager's name], in our 1:1 on [day] could we spend five minutes on [one piece of work]? Mainly I'd like to know [one question about next time]. Happy to resend the link if that helps.

Manager's name+

Use the name you normally use with them in chat.

日+

Name the specific 1:1 so they know when to expect the topic.

One piece of work+

Pick something recent that your manager actually saw, such as one deck, report or presentation.

One question about next time+

询问什么会使下一个版本变得更好，并将其保留为一个问题。

Just by letting your manager know ahead of time that you are planning to discuss a particular work item in your 1:1, they will be more likely to have reviewed the work recently and to have actual feedback for you as opposed to just vague recollections of your past performance.

123

1. 1
   One written question

   萨姆在会议前写下了一个前瞻性问题：下一个会议应该采取什么不同的做法。当谈话开始时，将其写在纸上可以缩小询问范围。

2. 2
   The one piece of work

   入职指南在屏幕上打开，因此两个人都在看相同的工作。关于您的经理现在可以看到的内容的反馈更容易具体化。

3. 3
   The heads-up

   1:1 是提前一天预订的，并附有有关该主题的说明。这让乔丹有时间再次查看指南并得出真正的答案。

What to say when the answer is just praise

Sometimes the feedback you receive will be praise with no detail and therefore of little use to you in your efforts to improve. You will therefore need to turn the manager’s compliment into something useful. Thank the manager for their feedback and then ask for further clarification of it in terms of how you can use it to improve.

This works in person or in a reply:

Your first question will help you know what to protect. Your second question will help you uncover something your manager hasn’t thought was important to mention. If the answer is still “nothing,” then you can ask again after your next major work effort.

What to do with your manager's answer

They give one specific suggestion+

Ask for an example from the work, then say what you'll try on the next one.

They say you're doing great+

Thank them, then ask which part is working and what one small thing would make it stronger.

They raise a problem that stings+

Ask where it went wrong before you explain any context.

They still have nothing to add+

停在那里。 Ask again after your next big piece of work.

How to hear criticism without defending yourself

The hard feedback is usually the hardest to hear. We all have an initial reaction to explain why something didn’t work. We may say that the deadline changed or that the data wasn’t ready on time or that someone else in the team changed the slides. The manager giving feedback may even agree with us. But our job is to listen and understand.

然而，也存在管理者通过怀疑反馈的准确性和提供者的资格而忽视混合或负面反馈的风险（正如对管理者如何回应审核反馈的研究所证明的那样）¹）。由于接收者的自我保护解释，反馈讨论后对过去表现的分歧也比之前更大¹。 These studies were conducted with managers role-playing and reporting on reviews, so the findings won’t map exactly onto your job.

Ask the question first and then worry about the context later.

And yes, you can disagree but make sure you have first understood their point of view. Afterwards you can rephrase their feedback in terms of your next task and express your possible deviating point of view. For example: “Next time: Would it help if I notified you as soon as possible of any delays in the data that I provide?”

Hearing criticism and turning it into a next step

1. 
   乔丹

   The report was solid overall. The summary page was hard to follow, though.我不得不读两遍。

2. 
   山姆

   听到这很有帮助。 Which part lost you first?

3. 
   乔丹

   第二张图表。我无法分辨哪些数字来自本季度。

4. 
   山姆

   明白了。下次我将在每个图表上标记季度并将主要数字放在顶部。这样可以解决问题吗？

5. 
   乔丹

   Yes, that would help a lot. Send me the next draft before it goes out.

6. 
   山姆

   会做的。 You'll have it Wednesday.

Follow up so your manager sees you used it

通过向你的经理表明你根据他们的反馈采取了行动，他们会知道他们的时间花得很值，并且希望将来会更愿意再次帮助你。

使用反馈后，请将下面的简单电子邮件发送给提供反馈的经理。这向经理表明您实际上使用了他们的反馈，因此您的经理很可能会在未来的对话中继续为您提供高质量的反馈。

继续应用这一项工作+每次会议一个前瞻性问题，几个月后当你与经理进行正式审查时，你将有大量的变更可供参考。

你的下一步

只需选择一件您想要反馈的工作，然后向您的经理发送简短的提醒即可。提前准备好您要提出的问题，并在下一次 1:1 会议上进行讨论。首先练习与 Quippy 的对话，然后写下您想在对话中使用的单词。

如果在会议中大声说出这些问题太尴尬，那么首先在 Quippy 中练习这个对话。使用此工具与场景合作伙伴进行练习，直到您可以在与经理的实际对话中重复这些词。

来源和参考文献

1. Gnepp, Klayman, Williamson & Barlas (2020). The future of feedback: Motivating performance improvement through future-focused feedback.公共科学图书馆一号。Managers (Executive MBA students) described real feedback experiences and role-played performance reviews; measured feedback acceptance and intention to change; role-play and self-report, managers giving feedback to each other rather than a field trial.