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Giving regular feedback can help stop small problems from escalating. Obviously, we would all like to be working in an environment where communication is frequent, consistent and authentic, and feedback is genuine and accepted as a gift. Unfortunately, this isn’t always the case.
Giving feedback to co-workers who are also friends, or giving feedback to someone in a position of power happens frequently in the performing arts, and can be tricky. In addition, sometimes there may not be a formal management structure in place or access to management support might be irregular or difficult.
Our working environment is so collaborative that issues are bound to crop up every now and then, so it’s vital to be confident in addressing challenges quickly and effectively. Here are some tips for framing feedback.
Be as specific as possible about the behaviour or issue. Avoid general or ambiguous statements. For example, “You need to be more talkative at our table reads.” What does that mean? It can be interpreted in a lot of personal ways – someone might read this piece of feedback as, “You’re too shy.” “You’re too quiet.” “You don’t contribute anything of value.” The statement is also subjective – what counts as ‘talkative’ to me, might not constitute ‘talkative’ to you. Instead, say something specific and think about the task you want accomplished. For example, “You have really good ideas. I’d love it if you expressed your opinion at least once per table read, it would bring so much to the team.”
The sooner you can address an issue, the better. Have you ever had the experience where you’ve let something stew for weeks, and then blurted it out at an inopportune moment? The longer you let something go, the more difficult it will be to have the conversation. You risk creating an unfounded or incorrect narrative by leaving something too long. For example, someone might be late to a front of house shift a couple of times in a row, and you start to build a narrative – “They’re lazy, they don’t care, they don’t think it’s a big deal, they don’t want to be here” – when really, none of those might be true. As soon as you spot something, try and have the conversation as soon as you can.
It can be easy to sound accusatory or angry. Try reframing your feedback to a ‘passive’ voice – don’t worry too much about the grammatical rules, focus on the voice. For example, saying, “You never set up the rehearsal room properly” could be perceived as accusatory. Consider instead saying, “The rehearsal room was missing the tea and coffee stand when I came in this morning.” This opens up an opportunity for discussion, rather than an accusation.
Your feedback is a personal statement about how you feel; you are not making a judgement on their behaviour on behalf of the organisation, or judging their behaviour as good, bad or otherwise. Consider using the statement, “I feel… when you… ” It can be easy to start assuming what the person should feel, but try not to – you’re offering your feelings and observations in a considered way. The other person may accept, reject or react as they deem appropriate. You might be faced with all sorts of responses – apologetic, anger, sadness, relief – don’t assume you know which one!
Each person’s work is their own work. They are not ‘in competition’ with others. This can be difficult, as sometimes we’re working in a situation where we do have multiple people doing the same job. However, saying, “X is a much better usher than you” is not helpful, and undermines motivation. Consider whether someone is doing something differently from you or from others, before considering whether it’s the wrong way to do something. You might even learn a better way to do something!
Let the person know what you appreciate about them. Try to find something which is genuinely felt, rather than being positive because you feel you should.
Do you both share the same version of success? Let’s consider the earlier example, “The rehearsal room was missing the tea and coffee stand when I came in this morning.” Had you agreed on what time the stand should be set up? Maybe you expected it to be set up by 10am, but they never intended to set it up until first break at 12pm, so saw no problem. Never assume a shared version of success.
Take note of your own emotional state before you give feedback. If you’re feeling anxious, angry, frustrated or defensive, you may not be able to deliver feedback effectively.
A good way of doing this is to ask yourself the following questions:
The more often you give feedback, the easier it will become. Make sure you ask for feedback too, and appreciate it when it’s given.
Please note, this information is intended as a guide only. Any industrial advice or a course of action should be checked with your manager or relevant peak body.
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The Arts Wellbeing Collective is an Arts Centre Melbourne initiative that comprises a consortium of arts and cultural organisations whose shared vision is to effect better mental health and wellbeing for performing arts workers. Our objectives are to: - Improve support services for performing arts workers - Collate and share information - Effect industry cultural change - Improve support networks within and between arts organisations. Our guiding principles are: - Prevention focused, promoting positive mental health and wellbeing, and raising awareness of mental health, mental health problems and the value of early intervention. - Working in partnership, ensuring a variety of partnerships state-wide and across the industry – collaboration is core to the Arts Wellbeing Collective and vital to success. - Creating systems level change, through seeking to understand and address systems, cultures and traditions that contribute to poor mental health and wellbeing in the performing arts. - Long-term thinking, prioritising resources and initiatives that have capacity for long-lasting impact, scalability and transferability. - Knowledge creation and dissemination, working with experts and industry leaders to find, share, create and translate the best available information, tailored for creative contexts. - Encouraging innovation, Arts Centre Melbourne is always learning – we do not have all the answers. We will test, trial, evaluate, and share useful findings with energy and authenticity, and continue to be rigorously planned, strategically responsive and thoughtfully adaptable.
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