About Mind Tools Membership Corporate Services Tool Explorer Contact Us Newsletter 272 January 29, 2013 In This Issue... Stop - Keep Doing - Start Feedback Matrix Dealing With Unfair Criticism 360-Degree Feedback Find us on Facebook Follow us on Twitter   Reach Your Potential, Today! If you want to develop your skills and reach your full potential, it's important to seek out feedback proactively. So, how can you do this, without exposing yourself to unbalanced criticism? First, find out how you can use the "Stop - Keep Doing - Start" process to get immediate feedback on your performance. Then, learn how you can use the Feedback Matrix to get the most from feedback, and discover how to cope with unfair criticism. Enjoy this newsletter!         James Manktelow and Rachel Thompson MindTools.com - Essential skills for an excellent career!     Featured Resources at Mind Tools Stop - Keep Doing - Start Simple Questions for Improving Performance Use this simple three-question tool to ask for help and feedback. All Readers' Skill-Builder Feedback Matrix Using Feedback Constructively Find out how this simple matrix can help you fully understand feedback. All Readers' Skill-Builder Dealing With Unfair Criticism Responding Calmly and Rationally to Unwarranted Criticism Unfair criticism is difficult to deal with. Learn how to handle it, keep your reputation, and retain the respect of those who matter. All Readers' Skill-Builder   ... And From the Mind Tools Club 360-Degree Feedback Encouraging Teamwork and Improving Performance Find out how to implement an effective 360-degree evaluation process in your organization. All Members' Skill-Builder Giving Feedback Giving feedback is critically important for building great teams. Learn how to do this effectively. All Members' Bite-Sized Training™ Heart, Smarts, Guts, and Luck, With Tony Tjan In this interview, Tony Tjan outlines his theory that success in business is down to heart, smarts, guts, and luck, underpinned by self awareness. Premium Members' Expert Interview   Mind Tools Apps Free Business Tools on the Move Download our free iPhone, iPad, and Android apps, and access more than 100 of our tools - in a format that's ideal for busy people. Download Now   Editors' Choice Article Stop - Keep Doing - Start Simple Questions for Improving Performance MTBI® is a trademark of the MBTI Trust Inc. (see www.myersbriggs.org). We have no association or connection with this organization. Feedback is essential for our professional growth: It helps us identify and build the skills we need for success. But asking for feedback can be daunting, particularly when we fear that it might not be wholly positive. In this article, we'll look at "Stop - Keep Doing - Start," a tool that helps us ask for focused, action-based feedback. Overview "Stop - Keep Doing- Start" provides action-focused feedback. © iStockphoto/pagadesign The SKS (Stop - Keep Doing - Start) Process is the formal name for a short set of questions that you can use when you ask for feedback. The questions are simple: What should I stop doing? What should I keep doing? What should I start doing? Phil Daniels, a psychology professor at Brigham Young University, is credited with devising the process. It's effective for several reasons. First, it's reassuring: The questions push others to think of specific things that you do well, as well as encouraging them to say what you could do better. The process is action-focused: The comments made give you a practical insight into the impact of your behavior on others, and explain precisely what you need to do to improve. Finally, the questions are quick. In many cases, they allow people to give good-quality feedback in just a few minutes. Tip 1: Stop - Keep Doing - Start was initially devised as a way of requesting help and feedback. However, you can also use it when giving feedback. Tip 2: The process works best when the questions are asked orally: It's not intended to replace more formal feedback processes, such as performance reviews. How to Use the Process What Should I STOP Doing? Look closely at the behavior that you've been asked to stop doing. Do you understand the feedback, and why it's important to the person who gave it? If not, ask for clarification. Is this behavior closely tied to your personality (for example, if you're an introvert, are people encouraging you to be more outgoing)? If so, you may need to work extra-hard to change, as new behaviors could feel uncomfortable at first. Consider taking a personality test, such as the Myers-Briggs Type Indicator®, to understand your personality better, and to consider how it affects how you work with others. You may also want to build in longer-term opportunities for feedback, to ensure that you continue to make progress. What opportunities will changing your behavior create, and how will this change improve your working life? It is often very motivating to think about the positive impact that change could bring. It can be upsetting to learn that you're doing something that your boss or your peers want you to stop. However, remember that they will hopefully be looking at this from a business perspective, and not making a personal criticism. Try to manage your own feelings, and focus on the value in what they're saying. What Should I KEEP Doing? These are the actions and behaviors that your colleagues appreciate. To understand how you could incorporate these tasks more fully into your role, think about the following questions: Do any of these suggestions surprise you? If so, why? Do any of these behaviors resonate with you emotionally? For example, do you experience a state of flow when you're engaged in them? Note down what appeals to you about these activities, and use the MPS Process to build more of them into your work. What specific skills are you developing as a result these actions? Are you using strengths that you didn't realize you had? If so, how could you apply these strengths to other projects? What Should I START Doing? The feedback that you receive with this last question points to gaps in your current performance. These suggestions can help you look at issues that you might not have addressed until now. Look carefully at the things that your colleagues think you should start doing. What advantages will they provide to you and to others? Do any of these tasks, projects, or behaviors make you feel anxious or afraid? If so, have you avoided these things because of a fear of failure or some other blindspot? Think carefully about why you haven't addressed these things in the past, and what you can do to overcome your reluctance to start them. (If you've just been "putting things off," learn how to overcome procrastination and accomplish more.) Do any of these new activities require skills or information that you don't have? If so, create a plan for gaining the skills you need to succeed. If, after reflection, you still don't understand why starting something new is important, ask for clarification from the person who gave you the feedback. You may also benefit from some coaching on the subject. Tip: If your workload is already large, adding new tasks or projects might feel overwhelming. If so, make sure that you prioritize effectively, so you can work the most valuable suggestions into your schedule. Key Points Stop - Keep Doing - Start is a simple way to gather guidance and feedback using three simple questions: What should I stop doing? What should I keep doing? What should I start doing? You can use this tool to ask for feedback about your own work. However, it's also useful when giving feedback to someone else, or for enhancing a mentoring or coaching relationship. Share this article:         A Final Note By actively requesting feedback from your boss, clients, and co-workers, you'll be well on the way to being the best you can be. So try it now! Next week we're looking at how you can recognize - and deal with - negative behaviors that can hold team members back. See you then! James Manktelow Email us Mind Tools Essential Skills for an Excellent Career!   Mind Tools will treat your email address with complete respect and will not circulate it to any third party. (Click here to view our Privacy Policy.) 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