Feedback Models that will work in your Day Nurseries

As someone who has been a manager for 32 years I can tell you that the Praise Sandwich does not cut it! Don’t use it, ditch it, there’s better tools out there!

In 2024, managers and leaders need other tools to give their team feedback. Here’s a round up of my favourites and one’s that I recommend Nursery Managers use.

AID Feedback Model

Coming in at number 1 is the AID Feedback Model. This is a simple and effective framework for providing feedback, with the acronym AID standing for:

1. Action: Describe the specific behaviour or action the person took. Focus on what was observed, rather than making generalisations or assumptions.
   • Example: “In yesterday’s team meeting, you debriefed the team on your recent attendance at the Magical Outdoors Workshop”
2. Impact: Explain the impact or outcome of the action. Highlight how it affected the team, the individual, the task, or the organisation.
   • Example: “Your presentation was passionate and made the team enthused about the possibilities of creating our own Magical environments for the children”
3. Development: Provide constructive suggestions for future improvement or reinforcement. This is where you encourage continued success or offer guidance on areas that need improvement.
   • Example: “Next time, it might be even more effective if you include a quick summary slide to reinforce the key points, if you are not sure how, Jan in the Office is a whizz on Powerpoint and can show you some ways this can be achieved”

This model works well because it focuses on observable behaviours and their effects, which makes feedback more objective and actionable. Objective feedback is constructive feedback.

Feedback by Questioning Method

Coming in at number 2 is the Feedback by Questioning Method. This method means that you are asking the other party to give themselves feedback and works on the basis that we are more likely to believe what we hear our own ears say. It is an advanced feedback tool, but can be particularly useful where you have individuals in your team who you would normally find it tricky to give them feedback because they tend to have what is described as an ’emotional response’.

Using the same scenario as above, with Feedback by Questioning you would ask the report to recall their debrief to the team.

“Talk to me about yesterday’s debrief to the team after your attendance at the Magical Outdoors Workshop last week.”

“Yes, I thought it went really well and I was happy with the questions asked by the team.”

“Me too, did you see how they reacted to what you described?”

“Yes, I thought every one was enthusiastic to try and implement the techniques”

“I agree, you presented the debrief in a enthused way and this positively rubbed off on the team”

“I hope you so, thanks for saying that, I want the team to love the philosophy of Magical Outdoors as much as me”

“Great, so what could you add to your debrief next time to make it even better?”

“I’m not sure, some kind of handout?”

“Yes, a slide would have been great with the main points on”

Can you see that in this case the Nursery Manager has just had to ‘set up’ the feedback by the use of the right question? There’s plenty of open questions in that to encourage the responses from the other party but the Nursery Manager hasn’t used them exclusively, they are making it easy for the other party to respond.

The Pendleton Feedback Model

At number 3 we have the Pendleton Feedback Model. The Pendleton Feedback Model is another structured approach to giving feedback, commonly used in medical education and other professional training settings. It emphasises a collaborative and constructive process, allowing the feedback recipient to reflect and actively participate.

The Pendleton Method involves the following steps:

1. Clarify the Context: Ensure both parties understand the purpose of the feedback and what specific situation or behaviour is being discussed.
2. Ask the Recipient for Positive Self-Reflection:
   • Begin by asking the person to reflect on what they think went well.
   • Example: “What do you feel you did well during that debrief?”
3. Provide Positive Feedback:
   • Reinforce the strengths or successful actions they identified and add any other positives you observed.
   • Example: “I agree, you explained the key points clearly and kept the team engaged.”
4. Ask the Recipient for Areas to Improve:
   • Encourage them to identify aspects they feel could have been better.
   • Example: “Is there anything you think you could do differently next time?”
5. Provide Constructive Feedback:
   • Add your observations about areas for improvement, ensuring they are constructive and specific.
   • Example: “One thing to consider might be having a slide that you can give as a handout summarising the main points.”
6. Agree on an Action Plan:
   • Collaboratively decide on steps to build on strengths and address areas for improvement.
   • Example: “Next time, let Jan in the Office know if you need help with a slide”

This model is appreciated for its focus on self-reflection and its supportive nature, which helps create a positive feedback environment.

We hope you have found these 3 feedback models useful. If you need any assistance with performance management in your setting, or training for Managers, do give us a call on 01527 909436.