If you would like to learn more about the BOOST Feedback model or providing effective feedback, you can find these subjects in a Leadership Skills training course. Take a look at our Leadership Skills Training Course for more details.
Background
The BOOST feedback model provides guidance on how to provide constructive feedback to someone. It acts as a checklist to ensure our feedback is clear, helpful and creates the change needed. The model doesn’t provide a structure for providing feedback. For structure, take a look at the SBI feedback Model and the AID Feedback Model.
The BOOST Feedback Model
The BOOST feedback model is 5 checks that you can carry out to ensure any feedback that you provide to someone is constructive. By constructive feedback, we mean that the feedback is clear, actionable, helpful, evidence-based and created some form of change.
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BOOST stands for Balanced, Objective, Observed, Specific and Timely.
Balanced
The B from the BOOST feedback model stands for balanced. Balanced feedback means that any feedback that you provide should have a good balance of positive and negative (developmental) feedback.
Focusing too much on the negative can be demotivational. Focusing too much on the positive can mean the person receiving the feedback doesn’t change as the development aspect of the feedback gets lost.
It is thought that one way to provide balanced feedback is to use a feedback sandwich. This approach has been around for many years and suggests we provide some positive feedback, then some negative feedback and finally another piece of positive feedback. This DOES NOT work and the feedback is not balanced.
The idea of the sandwich does work though providing we change it. It’s much more effective to provide positive feedback, then provide negative feedback and finally discuss actions to address the negative feedback. Rather than add more positive feedback at the end, we instead have a positive discussion about what to do to change it.
An example of balanced feedback might be:
Notice there is no ‘but’ between the positive and the negative feedback. Adding the ‘but’ conjunction can let the person know that something negative is on its way and the focus then becomes negative. Remove the but and just leave a pause instead,
Feedback that is not balanced may just be
Objective
The first O from the BOOST feedback model is Objective. Objective feedback is evidence-based or is tangible. It isn’t based solely on your perception, emotions or feelings. Objective feedback should show what you are measuring against to demonstrate why there is a case for the feedback that you are delivering. It isn’t just you sharing how you are feeling or what you are thinking.
An example of objective feedback may be:
Feedback that is subjective may just be
To help with delivering performance-based feedback, take a look at the AID Feedback Model. If you need to deliver objective feedback based on behaviour, take a look at the SBI Feedback Model.
Observed
The second O from the BOOST feedback model is Observed. Observed feedback suggests that the feedback you are providing is something that you have seen or heard yourself and is not feedback from a third party. This means that you own the feedback and not just passing it along.
Where the feedback has come from a third party, for example, another member of your team, you should fully investigate this so you can make the feedback your own and provide the evidence that you have found.
An example of observed feedback may be:
An example of non-observed feedback may just be:
Specific
The S in the BOOST feedback model is Specific. Specific feedback is somewhat linked to Objective, but it is making sure that there are enough specifics in there to help the person see that the feedback is warranted. Specifics may include data, numbers, the direction of performance or behaviours.
An example of specific feedback may be:
An example of non-specific feedback may just be:
Timely
The T in the BOOST feedback model is Timely. Timely feedback means that the feedback is provided at the earliest opportunity after the event that has generated the feedback occurred. For example, leaving feedback to the next 1-2-1 or to the next appraisal meeting. Doing this would mean the actions that you are feeding back on are forgotten about. Feedback should be delivered immediately after or at the absolute earliest opportunity while the actions are still fresh in both your and the other person’s minds.
Further Learning
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