“Plea­se give me some feed­back on what you thought of the ap­point­ment”. We have he­ard this or a si­mi­lar sen­tence very of­ten in our on­boar­ding over the last few weeks. But how do you ac­tual­ly do that? How do I say what I lik­ed or did­n’t like? And abo­ve all … how do I make sug­ges­ti­ons for improvement?

Be­cau­se an open feed­back cul­tu­re is one of TecAlliance’s core va­lues, we were also gi­ven a cour­se on this to­pic as part of our on­boar­ding. Tog­e­ther with trai­ner Lena Stol­te­faut, we first work­ed out the most im­portant ba­sics for good feed­back: di­stin­gu­is­hing bet­ween per­cep­ti­on and the re­sul­ting in­ter­pre­ta­ti­on, and se­pa­ra­ting our own fee­lings from the con­tent you ac­tual­ly want to address.

In or­der to for­mu­la­te feed­back in the best pos­si­ble way, we lear­ned a sche­me that we can al­ways use to struc­tu­re our feed­back. To deepen this, we for­mu­la­ted feed­back in part­ner work wi­thin the frame­work of a case study.

Fi­nal­ly, we were taught how to best ap­p­ly feed­back in or­der to achie­ve the grea­test pos­si­ble success.

Equip­ped with our new know­ledge, we look for­ward to our fu­ture at TecAlliance and to what we will ex­pe­ri­ence and learn in the future.