What you should know about BOOST feedback model for better performance


“What is the shortest word in the English language that contains the letters: abcdef? Answer: feedback. Don’t forget that feedback is one of the essential elements of good communication.”

– Anonymous 

Giving feedbacks can be lengthy tedious process. Employees dread the feedback process whether it is positive or negative. Hence it is necessary to use shorter continuous methods of feedback. One of such methods is BOOST model of feedback. It has great impact on business as well as workplaces. These days’ managers believe in giving continuous feedbacks and not at the end of the year. 

Feedback is individual strength and achievements but it also includes weakness and shortcomings and mistakes done. Giving feedbacks so that it’s not too rude, doesn’t offends anybody and precise is difficult. In such cases we can use boost model of feedback.

What is boost model?

Boost is informal method of giving constructive feedback. It is –

  1. B-Balanced (to check that positive and negative points are balanced)
  2. O-Observed (to make feedback action based)
  3. O- Objective(to be precise and action based)
  4. S-Specific (to address the when, what and how of the behaviour)
  5. T-Timely (to give feedback as soon as possible after the action is recognized)

When you ask yourself ‘How should I give feedback?’ using boost is one of the result-oriented feedback., Boost identifies properties and circumstances of the person receiving feedback. 

  1. Balanced- The focus during feedback should be on areas if development and strength. It also focuses on how strengths can be improved. It is human nature to focus on negative, but a feedback giver should focus on positive and negative as well. All achievements should be given credits. This motivates employees to perform better. It should be mixture of both improvements as well as mistakes.  
  2. Observed- You must give feedback on what we have observed. Observation is an essential part of this model and it should not be biased or based on our feelings. Feedback should be action-based. Always make sure that feedback should not depend on what you ‘heard’. But should depend on what is observed. This makes feedback constructive.
  3. Objective: Always make sure that you are giving feedback based on what a person did. The behaviour should be made known to the receiver. It’s good to avoid the frustration and make sure the person’s behaviour is addressed, without involving personal feelings in this process. It should not be based on how the other person may or may not feel, but being objectified about the delivering the feedback.
  4. Specific: Explain exactly what desirable behaviour is and what is not desirable. This will help the receiver to acknowledge it and improve on it. Giving specific examples might also help. Giving examples for what can be done in such a situation will help the receiver to tackle with the problems.
  5. Timely- It is profitable to give feedback on time i.e. as soon as possible. The issue should be dealt with immediately. This will be easy to remember and addressing the issue right away will have positive impact.

At the end, this will result into two-way conversation, where the receiver of the feedback will also make known his/her problems that made them behave in such a way. BOOST model usually gives positive result as it gives the receiver a chance to speak up. 

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