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SpaceX
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NASA
СпутникиРНSpaceXРоскосмосNASAThroughout my 20 years in product development, I have watched brilliant software products fail not because of technology stack limitations, but because of human communication breakdowns.Teams that are unable to communicate honestly cannot improve. A team that doesn't improve becomes complacent. A complacent team cannot deliver value. Irrespective of the domain or product, with AI or without the underlying principle is same. Effective, open and transparent communication creates a psychological safe environment for the team to grow together.In Scrum we already have events for feedback, Sprint Review for the product and the Spritn Retrospective for the process and people. But just scheduling the event on a calendar doesn't create the culture of improvement. It requires hours of toiling from the Scrum Master, coaching, mentoring the Scrum Team about the importance of improvement and feedback. More importantly, the Scrum Master also has to enable the professionals with the mechanics of how to provide and receive effective feedback without invoking blame or fear.
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Understanding Feedback Feedback is often misunderstood. Especially when adjectives like positive or negative get added with it. For ex: if the Scrum Master states let's give one positive feedback for everyone on the team. This implies that there is a possibility of negative feedback or criticism too. In reality, feedback is simply objective information delivered following an action or performance that serves as input for adaptation.If we take a simple household example of a pressure cooker, as the steam is formed in the cooker it is released from the pressure valve giving a whistle. That whistle is an objective feedback. If you monitor the number of whistles, you know whether you food is cooked enough or not. Feedback in teams should also serve the same purpose, are we becoming a more effective team or not.Why Feedback Is EssentialFeedback provides objective information that leads to self-awareness and clarity for individuals who are focused on improving their competence. If feedback is not an available mechanism, it would often create blind spots and people will not know how they hindering their own growth.Some key benefits of feedback that I have observed on teams include:Continuous Improvement - Individuals become aware of their abilities and lack of abilities. In either case they get to choose what they would want to work on to improve themselves. Alignment - In one of my previous teams we used to gather together every 2nd Tuesday of the month and offer feedback. The condition was while providing feedback we need to think about how the receiving person displayed our organizations core values over the past month. This helped our team stay true to our values and purpose.Builds Accountability - When team members provide feedback to each other, they hold each other accountable for what was done and what was missed. The Art of Giving and Receiving FeedbackWhile giving and receiving feedback we need to always put in context what is the purpose of the feedback - and it is to help the receiver of the feedback become a better professional. While I was learning the ropes of Scrum Mastery one of my fellow Scrum Master gave me some nuggets of wisdom on how to give and receive feedback. They have worked for me and here are the same ideas for you to implement and try.Giving Feedback When providing feedback we need understand that we are helping the receiver to improve. However, if the receiver doesn't feel safe in that moment, if the receiver feels a blame is put on them or the receiver was not expecting a feedback, they could become defensive and thus the whole purpose of feedback is lost.So instead of directly jumping on providing the feedback, here is what we can do:Seek permission: Ask the receiver, say, I have some observation that I would like to share with you, would you like to listen?Establish context: Provide clarity on what you intend to convey. Explain the scenario, what made you to provide feedback and what you seek to achieve through it.Focus on observeables: Share the observations, the behaviour you noticed and share it without adding your assumptions to it. Remember to separate the person from a specific behaviour.Mitigate threat: Make the feedback direct use language in first person like I observed, I felt. Don't blame, avoid language that puts the receiver on defensive mode.Keep It Actionable: Feedback should open a path forward, giving the recipient clear options for adaptation.Keep it Timely: A feedback delayed looses its importance. Often, the receiver has already forgotten the topic around which you want to provide feedback. Always ensure the feedback is provided in timed manner. You should not be providing feedback about an incident that happened 6 months ago. It is useless and often feels vindictive.Receiving Feedback Just like providing feedback, receiving feedback is also an active skill. When receiving we need to keep an open mind that the feedback provider is helping us improve in whatever we do (unless proven otherwise). For us to improve we need to listen to the feedback to understand, instead of responding and countering everything that is being shared.Here is how we can receive the feedback better:Active Listening: Practice silence while receiving the feedback. Do not contradict or provide explanation in the moment. Focus to understand what the provider is sharing and the intent behind it. Be Curious: Recognize the natural impulse to defend yourself, and choose curiosity over reaction. If there is something that you disagree with, ask for clarification.Validate the Perspective: Understand the perspective of the provider, give them the benefit of doubt. Don't make the feedback an 'ego' issue. Remember the provider wants to help you improve. Also, when you validate the providers perspective it creates an environment of trust.Extract the Value: Focus on what you can learn from the exchange to enhance your personal effectiveness.A Simple Technique to Effective Feedback: SBI ModelThe Situation-Behavior-Impact (SBI) model removes emotion, assumptions, and character assassinations from the equation. It structures feedback around observable facts.Let's break down the model:Situation: Define the specific context (where and when).Behavior: Describe the exact action observed (what was done or said).Impact: State the outcome or effect of that behavior (what happened as a result).An ExampleConsider a scenario where a Scrum Master is coaching a Product Owner (Rajiv) who is struggling with team collaboration during Sprint Planning.Ineffective Feedback:"Rajiv, you are always disorganized and constantly confusing the developers during Sprint Planning."The above approach frames the feedback as a blame, uses words like "always", "constantly" which seem attacking the competence of the Product Owner. This doesn't provide the Product Owner a path to reflect and improve.The SBI Approach:Situation: "Rajiv, yesterday during the Sprint Planning meeting when we were defining the scope for the user profile module..."Behavior: "...you altered the acceptance criteria for three core product backlog items directly in the tool while the developers were mid-discussion, without calling out the changes to the group."Impact: "The developers became visibly confused, discussion stalled for 20 minutes, and two team members expressed concern that they aren't sure about the sprint goal anymore. The sudden change mid session eroded their confidence."By using SBI, the Scrum Master anchors Rajiv in the specific event. Now, Rajiv can focus on the operational impact of his actions and can work on co-creating a better approach for upcoming planning sessions.To Conclude:Feedback is a gift of clarity. When we strip away judgment, guilt, and blame, feedback becomes what it was always meant to be: transparent data that allows individuals and teams to inspect their reality and adapt for extraordinary growth. P.S. If you are an aspiring Scrum Master or a Scrum Master working to build their competence here are a couple of ways how I can help:PSM and PSM-A courses.Scrum Master and Agile Coaching MentorshipProfessional Coaching for Career Progression and Development
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