Feedback at the FEB

The FEB strives for a stimulating, open, reciprocal and constructive feedback culture. A culture where both managers and employees feel safe and accepted to give, receive and ask for feedback.

Why is it so difficult to give feedback? Why don't we find it obvious to deal with feedback? Why do we sometimes react strangely or defensively?

FEB feedback training

The FEB organizes feedback training sessions which offer a clear perspective on giving, asking and receiving feedback. You can expect an interactive workshop that offers practical tools that you can use to get started.

In this course we work in an experiential way, supported by evidence-based theoretical insights and practical scenarios. We practice these insights by applying them to cases from your own working context and through peer coaching (by practicing with colleagues). After the training you put your insights into practice together with a buddy.

Registration for feedback sessions:

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Tips & tricks

• Tip 1: Do you find it scary to ask for feedback from your supervisor? Then first start with asking a close colleague. This is how you build confidence.

• Tip 2: Feedback is needed to grow and often serves to help the other person or yourself to make progress. So, do not consider it as something threatening, but as an opportunity to learn.

• Tip 3: As a supervisor you play an exemplary role. Ask your employees regularly for feedback. This will encourage them to look for feedback on time themselves.

• Tip 4: Your supervisor is not the only source of feedback. Also look for feedback from colleagues, students or external parties. They will even have a better view on certain tasks or processes.

• Tip 5: When receiving or giving feedback, focus primarily on learning opportunities and the future, not on the past. The feed forward technique is a good example of this.


Dean Patrick Van Kenhove about feedback:

“Both positive and negative feedback should be given timely. I believe more in solution-oriented thinking instead of problem-thinking. That is why feedback should not be too much about problems. I support the "appreciative inquiry" idea, or as Peter Drucker puts it: "The task of leadership is to create an alignment of strengths ... making a system's weaknesses irrelevant."

As a market researcher you always ask for feedback. This is why it has become a natural reflex for me. The more often you ask for feedback spontaneously, the less people will hesitate to give it.

Feedback often scares off because it often comes after the facts, often concerns negative issues, appears threatening and happens too formally.

A tip I can give to FEB employees and supervisors: do not wait for formal evaluation moments to give feedback and start thinking from the "appreciative inquiry" idea when giving, asking and receiving feedback. "


Prof. Koen Schoors about feedback:

“Being able to handle feedback is the most important competence in an academic environment, especially for researchers. It is the core of peer review, so you really have to learn how to deal with it, otherwise it might only harm you.

I myself have no problems with giving feedback. I say as kindly and clearly as possible what I like and what I think can be improved.

I also have no trouble requesting or receiving feedback. Everyone can always say what they think to me. It often leads to practical improvement.

Why feedback often scares off? People often confuse feedback about their work with feedback about their person(ality). There are a lot of people with intrinsic motivation at the university. They identify strongly with their work. That is why they sometimes tend to take feedback personally, even if it is not intended this way at all.

The most valuable tip I can give employees and supervisors about feedback: if you get feedback, first turn your tongue ten times and sleep on it. Only then, you take the necessary distance and can see what you can do with that feedback and what you can get out of it for yourself. ”


Supervisor Silvia Van der Biest about feedback:

“Giving feedback is important in every work context, so also in a university. Only by giving and receiving feedback an employee can fully develop.

I myself have no trouble giving feedback to employees, although experience plays a crucial role in this. As each individual requires a different approach, try to provide customized feedback for each individual employee. When doing so, keep in mind their personality and job content.

In every feedback interview with an employee I ask for feedback about my performance as a supervisor. When certain issues are mentioned, I try to take these into account. I also ask my own supervisor for feedback, both within and outside the more formal feedback meetings.

Feedback can be positive, but also negative. It is the latter that makes employees hesitate to ask for feedback.

Two tips that I can give from my experience:

1 / If you feel that there is a need for feedback as a supervisor or employee, do not wait until an official moment, but ask for it immediately. Also try to incorporate feedback moments into the daily operations.

2 / Take the time: As a supervisor it is necessary to give full attention to an employee in the event of feedback. So, try not to schedule it quickly between two meetings, but when there is time. You preferably give the feedback without the possibility that you can get disturbed by a phone or mail. As an employee, you should also dare to ask this when asking for feedback. "

Getting started yourself?