How to give feedback? - Leaders

Feedback Training

Feedback Standards & Practices for All Roles

Purpose

This document outlines how feedback should be given, documented, and integrated into team dynamics and leadership at Lowcode. It ensures consistency across roles and projects.

Introduction

In a fast-paced, remote environment like Lowcode, leadership is shaped through everyday conversations. Feedback is one of the most powerful tools to build strong teams and support individual growth.

Objectives of this handbook:

Provide a framework for giving effective, respectful feedback.
Offer tools to evaluate performance in a holistic and fair way.
Clarify the difference between performance and potential.
Enable leaders to support career development through structured conversations.

1. Feedback Culture at Lowcode

At Lowcode, feedback is not a tool for correction—it’s a tool for growth. We see it as a regular part of our communication, not something to reserve for performance reviews or when something goes wrong.

Key principles:

Feedback is a fact-based response to a specific behavior, not a personal opinion or emotional reaction.
The purpose behind feedback matters. When our goal is to help someone improve or grow, the quality of the conversation improves.
Leaders play a key role, not just because of their position, but because they are closely involved in the team’s day-to-day work and have insight into technical and interpersonal dynamics.

How to use this section:
Refer back to these principles before entering feedback conversations. Reflect on your intention, and be clear on the behavior you are addressing and the outcome you want to support.

2. How to Give Effective Feedback

We recommend three structured models for delivering feedback. Each can be used in different types of conversations, depending on the goal, context, and sensitivity of the issue.

A. SBI Model (Situation – Behavior – Impact)

This model helps you deliver clear, objective feedback without generalizations or personal judgment.

Steps:

Situation: Describe when and where the behavior occurred.
Behavior: Describe what the person did, using specific and observable facts.
Impact: Describe the result of the behavior on you, the team, or the project.

Use it when: You need to address a specific incident or recurring pattern. This model is particularly helpful for new managers or difficult feedback moments, because it creates structure and minimizes emotion.

Key tips:

Avoid words like "always" or "never."
Focus on actions, not personal traits.
Use a neutral tone and concrete examples.

B. Developmental Feedback Model

This model highlights progress and frames feedback as part of a growth process.

Steps:

Start point: Reference a previous version of their performance.
Observed change: Acknowledge what has improved.
Next step: Suggest where they could continue to grow.

Use it when: You want to recognize someone’s progress while also keeping momentum and development alive. It’s particularly powerful during regular 1:1s or performance check-ins.

Key tips:

Make it future-oriented.
Reinforce autonomy and confidence.
Avoid diminishing the person’s past performance—focus on the journey.

C. Laddered Feedback Model

This model is designed for more complex or sensitive feedback conversations and promotes shared reflection and accountability.

Steps:

Objective observation: Describe what you’ve noticed without judgment.
Exploratory question: Invite their perspective.
Joint reflection/action: Collaboratively explore next steps or improvements.

Use it when: The issue may have underlying causes or when buy-in from the person is essential. This model fosters dialogue and shared responsibility.

Key tips:

Ask open questions.
Stay curious rather than prescriptive.
Co-create solutions instead of imposing them.

3. Evaluating Performance Holistically

At Lowcode, performance is not just about deliverables. A truly effective evaluation considers behaviors, context, and progression over time.

Core behaviors to evaluate:

Consistency: Does the person deliver at a steady and reliable level?
Communication: Are they clear, timely, and appropriate in their communication?
Collaboration: Do they contribute positively to team dynamics? Do they avoid silos?
Adaptability: Can they adjust when priorities shift or feedback is given?
Autonomy: Can they self-manage and escalate when necessary?

Additional factors to consider:

Context: Are there personal or professional challenges impacting performance?
Experience level: Are they new to the company or role? Are they facing tasks for the first time?
Project complexity: Are they handling more demanding assignments than others?
Growth trajectory: How have they evolved since joining?
Style of working: Are they more discreet or visible in their contributions?

How to use this section:
Use these criteria as a checklist when preparing evaluations or holding performance discussions. Avoid overly focusing on recent behavior and remember to contextualize their contributions.

4. Bias in Evaluation

Biases are unconscious shortcuts our brains use to process information. While normal, they can distort how we evaluate others.

Common biases in remote teams:

Proximity bias: Favoring those more visible in meetings or chats.
Visibility bias: Assuming those who speak more do more.
Affinity bias: Rating people more positively if they are similar to us.
Confirmation bias: Looking for proof of what we already believe.
Halo/Horns effect: Letting one trait color the entire evaluation.

How to reduce bias:

Gather evidence: Base your assessments on observable facts, not impressions.
Use structured tools: The feedback models in this handbook help neutralize bias.
Reflect before acting: Ask yourself if your reaction would be the same with someone else.

How to use this section:
Consult this list when making decisions about performance, promotions, or assigning opportunities. It's especially important when working remotely.

5. Performance ≠ Potential

It’s essential to distinguish between how someone is performing now and how much they can grow into future challenges.

Performance = current delivery and results.
Potential = capacity to grow, learn, and lead in new or larger contexts.

Signs of potential:

Learns quickly and applies new knowledge.
Adapts well to change and uncertainty.
Positively influences others.
Takes initiative without being asked.

How to use this distinction:
Avoid assuming high performers always have high potential—or vice versa. Evaluate both areas separately, especially when planning career development or promotions.

Important note: Growth doesn’t always mean a leadership role. Many team members may choose technical, functional, or soft-skills based development.

6. Supporting Career Development

Career development isn’t about having all the answers—it’s about asking meaningful questions and creating the space to grow.

Core practices:

Ask what they want to learn—not just what they want to achieve.
Identify the gap between current and desired skills.
Set clear, realistic next steps with defined timelines.

Powerful questions for 1:1s:

What kind of challenges excite you?
What would you like to be working on in 6–12 months?
What skill would you like to build next?
What support do you need from me?

How to use this section:
Incorporate career conversations into regular 1:1s. Use the questions above to guide development planning and track progress.

Career Path at Lowcode

Lowcode has a clearly defined career path for each role, aligned with technologies and levels of seniority.

Levels include:

Junior: Executes tasks with high supervision.
Semi Senior: Manages full processes and clients independently.
Senior: Leads projects, mentors others, contributes strategically.
Lead: Oversees a platform or functional area.
Head: Shapes vision and represents the discipline at the leadership level.

Each level is defined by:

Key Milestones: Expected responsibilities and outcomes.
Level of Autonomy: Degree of independence required.
Expected Impact: Business value contribution.
Soft Skills: Communication, teamwork, problem-solving (with rating scales).
Technical Knowledge: Tools, languages, methodologies.
Suggested Development: Courses, certifications, mentoring.

How to use this section:
Use the career path framework to set expectations, align growth conversations, and support transparent evaluations. It helps team members understand what’s required at each stage and how to move forward.

Final Notes

Being a leader at Lowcode means:

Offering clarity and structure
Making fair, thoughtful decisions
Having courageous and compassionate conversations

The tools in this handbook are a starting point. Their value lies in how consistently you use them in your daily leadership.