Feedback Models Used at Top MBA Schools – Have You Heard of Them?
In the modern business environment, feedback is not just a management tool but also a key to team development and fostering a positive workplace culture. Let’s explore three top feedback models, widely adopted in prestigious MBA programs, to turn every evaluation into an opportunity to inspire and drive personal growth!
In today’s modern business world, leaders are required not only to be experts in their fields but also to understand and develop their people. Providing feedback, often seen as a significant challenge for many managers, now has "formulas" tested and proven by top MBA programs around the world.
If you’ve ever heard the phrase, “Feedback is a gift,” you might have thought, “What kind of gift do people hesitate to receive?” In reality, giving and receiving effective feedback is an art, and top MBA schools are adopting incredibly innovative models to make this "gift" easier to give and receive. Below are three feedback models that help high-EQ leaders connect with their team members, turn reviews from pressure into motivation, and most importantly, drive breakthroughs in team development.
HEAR Harvard - Harvard’s Ivy League Listening Approach
Harvard, renowned not just for its quality education but also for its unique feedback model, developed the HEAR approach. This model focuses on creating a positive, collaborative environment for improvement. Like a friendly conversation, it encourages the feedback giver to tone down arguments, emphasize points of agreement, and provide constructive direction. This helps the recipient feel respected and more willing to engage with the feedback.
Mô hình GROW - – Nurture Growth Instead of Just Reaping Results
GROW stands for Goal, Reality, Options, and Will. What makes this model special? It doesn’t stop at identifying strengths and weaknesses but also helps the recipient outline a concrete growth path. Practical example: Goal: "Become a team leader within the next six months." Reality: "Currently, you lack conflict management skills." Options: "You could take a leadership course or seek mentoring from another leader." Will: "Commit to spending two hours a week to develop this skill."
AID - A Companion for Development
The AID model is simple yet effective, with three components: Action, Impact, and Desired Outcome. What’s interesting about this model is that it not only focuses on evaluation but also looks to the future, helping the recipient understand what they need to do to achieve their goals.
Example: Action: Describe specific actions taken. "In the past month, you’ve completed three projects ahead of schedule..." Impact: Analyze the impact of those actions. "This helped the company save 20% of its budget..." Desired Outcome: Identify future goals. "To maximize this strength, we can..."
High-EQ leaders don’t rigidly apply a single feedback model. Instead, they flexibly combine the best practices from each method, transforming evaluation conversations into golden opportunities to understand, inspire, and grow their teams. Explore more smart emotional leadership strategies with The New Leaders on LinkedIn and their website, or subscribe to their emails for breakthrough insights on the art of leading people!
