Introduction to the 5 Second Feedback Principle

Introduction

Let’s talk about the 5-second feedback rule. Feedback is an essential part of our lives since we continuously try to improve ourselves. It also makes sense to have a conversation as soon as possible to encourage future behavioural changes.

I found this topic on Hackernews, and the description has the link to the original article. This video is not a primer on feedback in general.

What is the ‘5-second feedback’?

The original article lists the inspiration as the book ‘The Effective Manager’. The book states that one only needs 5 to 15 seconds to deliver useful feedback.

This feedback follows the following template.

1. Ask (“Can I give you some feedback?”)
2. State the behaviour (“When you X…”)
3. State the impact (“…the result is Y.”)
4. Encourage effective future behaviour (“Keep it up!” for positive feedback or “Can you change that?” for a negative feedback)

An example of this template is as follows.

Analyst: Can I give you some feedback?

Programmer: Sure

Analyst: When you communicate estimates to the customer without letting me know first, it makes me appear unprepared in my roadmap conversations with the customer. Could you tell me the estimates first or include me in the communications if that is not possible?

The structure might not be original or complex — especially for people used to giving & accepting feedback. But the brilliance lies in its simplicity that makes it easy for participants to communicate safety (Ask), data (State the behaviour/Impact), feelings (state the impact), and respect (future behaviour) concisely.

Why does it make sense?

Feedback should be focused on encouraging future behaviour changes and not punishing past behaviour. Hence it makes sense to give it as close to the set of incidents as possible since we would like the change to happen as soon as possible. This principle does not mean giving off the cuff feedback. Instead, as soon as we notice a behaviour pattern that WE THINK (feedback is a two-way street) needs feedback, we should analyze the available data dispassionately. If the data supports our feelings, then wait for the right moment & mindset and follow the template above.

Many times organizations end up twisting this basic structure in something so onerous that their employees forgo giving feedback or end up diluting it.

What does it not include?

The 5-second feedback should not include advice on how to change behaviour, if not requested.

Remember, we need to have a conversation based on data and maybe, an elaboration of this data. We might need to open up about our feelings too. But we should not spend our time in pointless debates, arguments or explanations about past behaviour.

What is needed to make it work?

The primary feedback principles, like having the correct mindset, the right frame of mind and relevant data are applicable in this case too.

This template encourages quick feedback.This template encourages quick feedback. But we should not do it immediately, during or after an incident, especially if emotions and stakes are high. The person receiving the feedback should also feel safe & stable enough to have a conversation about the feedback. At the same time, the feedback should not be postponed to such a future date that its impact becomes meaningless.