Daniel Taylor November 2 2020

Making the most of your profile to understand how to give feedback and recognition

An article from t-three consultant Daniel Taylor, looking at the way our Facet5 profiles can affect the way we like to give and receive feedback and recognition.

In today's tough times, it has become even more important to understand what motivates us and how to acknowledge the efforts and performance of our people. We can learn lots about ourselves and others by taking a close look at our Facet5 profiles, so let's examine what our scores might be saying about us...

To begin with it can be helpful to examine the Emotionality score.

We know that higher scorers experience naturally higher levels of tension and apprehension which means they are likely to be highly receptive to feedback because they are self-improving and keen to progress. Feedback and recognition here is crucial but we need to consider carefully the meaning and purpose because it will be taken very seriously.

Lower Emotionality scorers tend to be more relaxed and less concerned that they need to change, and so you should be prepared for feedback to be less meaningful to them, though it is still important. This may require an additional conversation about how they intend to apply the feedback. Be aware also that you may be sharing information with them that they are not aware of; low scorers are less vigilant and so often don’t notice as much.

Emotionality should allow us to set the scene when it comes to planning and preparing our feedback and recognition; it acts like a lens.

Will tells us where somebody derives their thoughts, ideas and opinions; we know that high scores (>7.5) tend to reflect people who have firmly held views and who are determined and tenacious.

They are not generally individuals who naturally enquire or seek views from others. Low scorers (<3.5) are naturally curious to see what others think before they establish their own views and are open to advice and consultation.

Before giving feedback, perhaps we should consider these questions:

      • How receptive the individual might be; they may have a fixed view of their own performance already, or alternatively might place much importance on the views of others if their score is lower
      • If the feedback is related to improvement, be prepared to have it challenged by those with higher Will as they may have a higher confrontation score!

Energy may indicate how we should recognise others. The mode of delivery will be important here.

Beginning with lower scores, we know that the preference here is for reflection and deeper thinking. We also know that these individuals tend to me more private, and less animated. Higher Energy scorers prefer to work with others, enjoy higher levels of activity and share their thoughts and ideas.

We should consider here:

      • How prepared and thought-through the feedback appears; it must be genuine!
      • Whether recognition is shared in a private setting or more publicly; this could make a huge difference
      • Time given allowing the feedbacks to be reflected, both during and after the conversation

Now let’s take a look at Affection and consider how this might influence the nature of the feedback we might give as managers…

Remember overall that high Affection scorers are likely to prioritise both the feelings of the individual and the degree to which they will learn from the feedback. Also well-intentioned, lower scorers will have a tendency to focus on the solution, or the opportunity to improve the outcome (hint: compare a family profile such as Coach with that of the Producer, for example).

By looking at the Support subfactor, this can give us an idea of how likely we might be to offer feedback which is practical and pragmatic on the one hand, or supportive and uncritical on the other. Low scorers will offer feedback focused on solving the problem but may appear critical and challenging; fantastic when you want to know in a direct way what needs improving. If we have a high score this is more likely to mean that we are forgiving and praiseworthy, taking into account the feelings of the individual. Naturally, both are helpful but this will very much depend upon what the other person needs and what the purpose of the feedback is. We may go as far as to say that the levels of support and challenge will differ in accordance with our own preferences, so we need to bear in mind who we are feeding back to…

Finally, we know that Control can give us an insight into the working approach of an individual and so it is important to consider what they will value in terms of feedback and recognition.

With a high score, standards, structure and preparation will be important. Feedback may be valued more if it is seen to be evidenced, organised and properly referenced. Those with high Control are conscientious and may require acknowledgement that their work has been done to a high degree of quality, accuracy and effectiveness as this is what they are likely to value.

Since low scorers can be more free thinking and conceptual, knowing that their ideas are great and appreciating what is unique, or different about what they have done will be appreciated. When giving the feedback, a less formal approach without too much structure may be a more suitable environment.

NOTE: with all of the above, we have taken examples at the low (<3.5) and high (>7.5) ends of the scale. Please don’t forget that individuals with more central scores around 5.5 will demonstrate a balance in their preferences, meaning that they are likely to appreciate more of a range of approaches. Since their preferences are therefore situational, it is important to observe and learn where and when these preferences are at play.

We can see here that many aspects of an individual’s profile will give us clues about what a person might value when giving feedback and recognition. We recommend taking a look at some of the later pages in their profile too, in particular the Leading Edge family profile and ‘Providing feedback’ sections, as well as the Work Preferences report can give fantastic insight into motivators, demotivators, values and drivers!

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