I was reminded of something I was once taught on a coaching programme.  It is often better to get people to do more of what they are good at, and build on strengths, than it is to point out weaknesses.

Generally a sporting analogy is used here but I believe it works in most walks of life.  At work, we often construct feedback around what you can do to improve, and often we then construct the questions and responses around "development areas" and "weaknesses".  Often, individuals and teams would benefit from simply developing their strengths and leaving their weaknesses to be covered by other team members.  Not always of course, but most teams work well because they are composite and complementary.

This thought can influence how you word the narrative responses in 360 degree feedback questionnaires, or the feedback sections in the annual performance appraisal.  A subtle change can change the emphasis of the feedback and the discussion afterward - leading to a much more positive conversation.

Brendan

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