The AIR Feedback Model

Step 1

When people get into the habit of regularly asking for feedback, and with a clear framework, team members can feel better equipped when it comes time to give (and receive) constructive feedback, even if it feels challenging.

The AIR Feedback Model can be a helpful framework for constructive feedback. The acronym stands for “Action”, “Impact” and “Request”.

Action:
The “action” is the concrete action you personally observed.
E.g., Name a specific action you witnessed directly (not 2nd hand).

Impact:
Given that action, what was the impact on you?

Request:
Would you be willing to_________________?
The type of request needs to be a SMART request, Specific, Measurable, Achievable, Realistic, and Timely. It’s pointless to create a request that cannot be done with the resources at hand or one that’s not feasible related to the context for which you're in.


A SMART Request:

Specific: Well defined, clear, and unambiguous
Measurable: With specific criteria to measure progress toward the accomplishment of the goal
Achievable: Attainable and not impossible to achieve
Realistic: Within reach, realistic, and relevant
Timely: With a clearly defined timeline, including a starting date and a target date.

Step 2

THE PROCESS


1. Non-blameful description of the listener's behavior. Action
- When you __________________ (observable behavior, concrete example).

2. The effect of that behavior on the speaker.
- The Impact is __________________ (the Impact of that behavior on you).

3. Request.
- Would you be willing to __________________?*

Example: “When you were late Thursday morning to the the meeting, I felt stressed as I was unprepared to cover your content. Would you be willing to be on time for our meeting tomorrow morning?”

Step 3

Variation:

Let’s remember to also give appreciative feedback! This formula could also be used to deliver appreciative feedback.

It’s important to balance feedback so that the feedback delivered is not skewed too much on either the constructive or appreciative sides of feedback.

Example: “On Thursday morning I noticed that you created a session that was informative, and challenging, yet fun and engaging for the participants. The impact is that you’ve inspired me, and I’d like to create sessions like this for my learning groups. Would you be willing to have a meeting with me in the next week or so to share your top tips for designing this type of session?”

Step 4

Feedback Principles that help us to construct connection when having feedback conversations.

Timing: Be aware of the other person’s needs and priorities. Ask them if it's a good time to have a feedback conversation. They could be rushing off to do a task, etc.

Self-awareness: Be aware of your own feelings; do not give feedback if you are triggered or angry.

Other Principles to consider:

- Be descriptive about the behavior you witnessed, not their personality and not 3rd party info
- Do not judge or label the person.
- Make it performance focused (task-orientated)
- Don’t try to change or "fix" the other
- Be clear and brief
- Make it a habit to ask for feedback, don't wait for it
- Ask the person if you can give them feedback
- Own your own feedback and speak from the "I", not from the "we"
- Don’t mix up your own thoughts and feelings with other people
- Always be specific. Do not generalize
- Make feedback timely and regular
- Don’t attempt to save many remarks to deliver all at once
- Focus on connecting with the person
- Be solution-focused vs. problem-focused