Effective Use of Educational Assessments

The 4 Most Effective Feedback Models Yesterday I did a virtual keynote with a Middle Eastern governmental organisation on effective feedback. Feedback is essential to trust and connection. Done well it can strengthen connections further. Here is some of what I shared that you may find useful. 1. SBI + EBI Model (Situation–Behavior–Impact–Even Better If) • Situation: Describe when and where the behavior occurred.  “In yesterday’s client call…” • Behavior: Describe exactly what the person did.  “…you took the lead on explaining our new proposal.” • Impact: Explain the result or effect.  “The client seemed more confident about our expertise.” • Even Better If: Offer a constructive suggestion for improvement.  “It would be even better if you paused to invite questions earlier, to boost engagement.” 2. BOOST + EBI Model (Balanced–Observed–Objective–Specific–Timely–Even Better If) • Balanced: Acknowledge both positives and areas for growth. • Observed: Refer to things you personally witnessed. • Objective: Remove personal bias. • Specific: Provide concrete examples. • Timely: Deliver feedback soon after the event. • Even Better If: Conclude with one actionable recommendation.  “Your presentation was well-paced. It would be even better if you used fewer slides to keep attention high.” 3. COIN + EBI Model (Context–Observation–Impact–Next Steps–Even Better If) • Context: Set the scene for when/where. • Observation: Describe specific behavior. • Impact: Share the effect on results, people, or outcomes. • Next Steps: Co-create solutions together. • Even Better If: Add a stretch goal or aspirational suggestion.  “Your report was clear and data-driven. It would be even better if you added a short executive summary for quick reference.” 4. Radical Candor + EBI (Care Personally–Challenge Directly–Even Better If) • Care Personally: Show genuine respect and support. • Challenge Directly: Be honest and clear about what needs improvement. • Even Better If: Offer a suggestion that supports growth and mutual trust.  “I know you’re deeply committed to excellence. It would be even better if you delegated more so the team can learn from you.” I hope this helps, do share it with anyone having to dole out feedback this time of year. Just one more speaking engagement to go to round out the year! Simone Heng #author #loneliness #humanconnection #keynotespeaker

Performance reviews often leave people deflated. But the ones that inspire? They focus on potential, not just performance. Here’s how to create those conversations: 1 / Be specific about what you observed Use the SBI model to share it clearly. → Situation: When and where it happened → Behavior: What you observed, not your interpretation → Impact: How it affected the team or results 2 / Challenge them because you care Radical Candor isn’t about being nice or tough.  It’s about doing both. → Make criticism immediate and specific → Show you care about their growth → Praise publicly, critique privately 3 / Use language that opens doors The words you choose shape how people receive feedback. → “You’re not good at this” shuts people down → “You haven’t mastered this yet” creates possibility → That one word — yet — shifts everything 4 / Don’t hide feedback between compliments People remember the start and end better than the middle. → Give praise when you mean it → Give constructive criticism when it’s needed → Keep them separate 5 / Focus on where they’re going When the conversation is about the future, it motivates. → What would success look like for you? → What support do you need to get there? → What skills do you want to develop? 6 / Ask for their perspective too Performance reviews shouldn’t be one-sided. → Have them complete a self-assessment first → Compare notes together in the meeting → They often already know what needs to improve Performance reviews don’t have to be dreaded. Your team wants honest feedback. They just want it delivered in a way that sees their potential, not just their mistakes. ♻️ If this resonates, repost for your network. 📌 Follow Amy Gibson for more leadership insights.

Can students judge like experts? New research challenges assumptions about AI feedback in education. A new large scale study (Nazaretsky, Gabbay & Käser 2026) compared AI-generated and human-crafted feedback for 472 STEM students. Here is what they found: 📊 Quality is comparable. AI-generated feedback matched human-authored feedback in pedagogical quality. Both had strengths, and both had gaps, particularly around metacognitive guidance. 🧠 Perception ≠ reality. Students' evaluations of feedback quality were driven more by who they thought provided it than by the feedback's actual merit. This held across academic levels, genders and fields of study. 📋 A new standard emerges. The researchers introduced a structured rubric for assessing formative feedback quality, addressing a real gap in how we evaluate AI tools in education. ⚡ Key reflection. We need to help students become better evaluators of the feedback they receive regardless of its source. Feedback is only as effective as a learner's ability to use it. So how do we do that? Here are some ideas: ➜ Demonstrate the different levels feedback can operate at. Show them: task-level feedback says "this is wrong." Process-level feedback says "your approach broke down here, try this strategy." Self-regulation feedback says "before starting problems like this, estimate the answer first to catch errors early.” ➜ Encourage and scaffold structured self-questioning when students are in the planning and process phases of completing tasks. ➜ Have students rate feedback on metacognitive criteria. Don't ask "was this helpful?" Ask: Did it help me understand why I made the error?” ➜ Compare feedback examples. Show two pieces of feedback on the same work: one purely corrective, one with metacognitive guidance. ➜ Model metacognitive evaluation out loud. Teachers modelling their own thinking and self-talk to demonstrate metacognitive strategies helps students see how to evaluate feedback critically. Any other suggestions?

Negative feedback is like medicine. Give it wrong, and it becomes poison. Delivered well, it fosters growth. Yet, many struggle with this balance: → 68% of managers feel uncomfortable giving negative feedback → Cultural differences add complexity → Wrong delivery breaks trust and stops growth That is why choosing the right feedback path is key. → Direct feedback (The Tunnel): Use when: → Performance impacts business results immediately → Deadlines are missed → Safety or compliance issues arise "Your report has three errors that delayed our client meeting. Let's address these by 5 PM to stay on track." → Indirect feedback (The Mountain Road): Use when: → Working across cultures that value harmony → Building new work relationships → Addressing complex performance issues "I noticed a few areas in the report that could be improved. How do you feel about the challenges you faced?" "I've been reviewing the project timeline. What obstacles are getting in the way of meeting our milestones?" → Know your audience's cultural context: Research by Erin Meyer shows that feedback preferences vary widely: → Germans, Dutch, Danish → Value direct feedback → Japanese, Indonesian, Thai → Prefer indirect approaches → Americans, British → Mix of both When working across cultures, ask: What communication style builds trust here? → So, how do you know which path to take? → Check the context (urgency, culture, relationship) → State facts first, judgments last → Always end with specific next steps Remember: Match your path to your purpose. Direct ≠ harsh Indirect ≠ unclear 🖊️ Share this if someone needs to see it. Follow Maria Luisa Engels for more on leadership and creative thinking.

I was 11. Fresh off a football match that went… Terribly. I froze. Barely called for the ball. Kept my head down the whole game. On the drive home, my dad didn’t say too much. Just this: “You kept hiding in space, hoping they’d pass to you. But if your team can’t see you, they won’t use you.” That was it. One moment. One behaviour. Why it mattered. At the time, I thought he was just being kind. (And maybe a little smug.) Years later, in a Uni lecture, it hit me: He’d nailed one of the best feedback models out there...  Without ever hearing of it. Turns out, great feedback is clear, specific,  and science-backed. Here are 6 proven ways to give feedback that lands  without losing trust: 1. SBI Model → Situation: When and where → Behaviour: What you saw → Impact: Why it mattered (My dad’s comment? A textbook SBI.) 2. Radical Candour → Care personally. Challenge directly. → Miss either one, and trust doesn’t stand a chance. (Top-right quadrant or bust.) 3. FeedForward → High performers don’t want a post-mortem. → Give them the next step, not just a replay. 4. The 5:1 Ratio → 5 positive interactions for every 1 critique. → Feedback only sticks if the relationship can carry it. (Make deposits before you withdraw.) 5. Ask–Tell–Ask → Ask what they think. → Tell them what you saw. → Ask what they’ll try next. 6. CEDAR Model → Context. Examples. Diagnosis. Action. Review. → When the stakes are high, this one delivers clarity. Feedback isn’t about being brutally honest. It’s about being precise. So it actually lands. That’s what my dad got right. (Needless to say, I never did get much better at football.) ✅ It was short ✅ It was specific ✅ And it stuck Because when feedback is framed well, it doesn’t just  get heard. It gets remembered. And acted on. ♻️ Repost for your network (and look ridiculously clever while doing it.) Follow 👋 David Meade Keynote Speaker for science-backed strategies you can use this week.

Feedback is gold. Especially if it’s timely and specific. As an engineering co-op student working year-round in the manufacturing plants in Detroit, I was given a new assignment in a new department every 6 weeks. I received feedback from a new supervisor at week 3 and week 6. This taught me how to quickly size up the situation, understand the departmental dynamics, conceptualize a plan, get employees by-in, and execute... so that I would get "outstanding" on my 6-week final performance evaluation. As a professor of engineering, working with super smart university students, I was given a set of 3 new classes every 12 weeks. I received feedback from every student, in every course, in every term. This taught me how to size up the situation, understand the class dynamics, conceptualize a plan, get students by-in and teach....so that I would get "outstanding" on my course evaluations. As CEO of a national not-for-profit, working with super smart clients, I was tasked with building relevant programs, bringing in new funding to increase engagement and national impact. So, I modified a feedback method that I had learned in my first managerial role to size up the complex situations, understand the national dynamics, conceptualize many plans, get community by-in… which led to new programs rated by clients as "outstanding"; new external funding awards of $50m+ in ~4 years; and national recognition for "outstanding" impact. The feedback method is simple to use and works for self, individual, team, and organizational performance enhancement: SII- Strengths, Improvements, Insights. This is how it works. It’s simple to use. Do it in this order: -Strengths: This is what worked well and should be repeated next time. Write it down. -Improvements: This is an example of something that would make an improvement next time. Write it down. -Insights: This is a reflection or an insight or something that you notice. This provides context for next time. Write it down. We always start with strengths to document what worked first. Then we list the improvements that would make things better. Then we list any insights or interesting things we notice. It is so easy to immediately go down the rabbit hole of “weaknesses” and we can actually move away from our strengths to fix our weaknesses. But by documenting the strengths and the things we can do better next time, any team can gain understanding together, ready for their immediate next step, how to significantly improve and enhance performance. Ok, now, you try it!! Try out doing an SII on this post in the comments below. I really want to hear your honest feedback!! Go ahead, name 1 strength and 1 thing that I can improve next time, then, optional if you have time, 1 insight or interesting observation. I will reply back to each comment I receive. Thanks for trying SII out, All!! #feedback #continuousimprovement #performanceenhancement #learningbydoing #learningtogether #community

How does feedback affect performance? There is a solid body of research to show that feedback can be among the most powerful influences on performance (see references in the attachment and link in the comments). However, it is also apparent that feedback is not always a gift, and it can often harm performance. An evidence-based approach can help establish a feedback culture that effectively drives performance. Below you can find recommendations adapted from CIPD’s evidence review and my consulting practice: 1- Remember that feedback is not always useful. Instead of encouraging managers to give as much feedback as possible, emphasize quality feedback. Prompt managers to invest time in better preparing and delivering feedback. 2- Train managers to recognize and work with reactions to feedback. Managers can ask how the person feels about the feedback, and whether it is actionable or fair. 3- Consider assessing employees’ reactions to feedback more systematically. For example, ask short questions to quickly survey employees after a feedback meeting to evaluate how useful the feedback was for them and how positive/negative they feel following the feedback. This can inform further line management conversations or target training to develop managers’ capability in feedback. 4- Managers and colleagues giving feedback should be encouraged and trained to do the following: • Deliver specific feedback. Provide them with a guide on what specific, detailed, and elaborated feedback means, including what points they should cover. • Before giving feedback, assess what type of tasks the feedback will cover. For most tasks, and especially creative ones, avoid giving negative feedback where possible and focus on positive episodes and on how to recreate them in the future. For precision, risk, and prevention tasks, negative feedback is more appropriate. • Ensure feedback is fair and seen to be fair.  Explain to employees how the information was gathered, highlighting why it is consistent, accurate, and unbiased. • Encourage managers to ask people what feedback they would find most helpful, both to involve them in the process and help make it specific in relevant ways. • Don’t push for very frequent or immediate feedback across the board. Encourage teams and managers to find the frequency and timing that works for them –monthly might be better than weekly, and immediate feedback might not always be the most helpful. • Managers should involve employees in a two-way conversation, rather than making feedback one-way, top-down communication. • Provide training on how to minimise biases and accurately use observations to inform feedback. 5- Ensure feedback enables behavioral change that is both strategic and impactful. You can find more recommendations and references in the doc attached. What best practices would you add to enable a feedback culture? ♻️ Repost to spread value. 🔔 or follow to read similar content.

Most feedback doesn't land. It's either too vague, too harsh, or too late. Here's how to give feedback that actually helps: 1/ Give It Soon, Not Later Don't wait weeks to bring up an issue. Address it within 24-48 hours while it's still fresh. Waiting turns feedback into resentment. ↳ Timely feedback feels helpful, not punishing 2/ Be Specific, Not General ❌ "You need to communicate better." ✅ "In yesterday's meeting, I noticed you didn't share the project update. Next time, can you give a brief status so the team stays aligned?" ↳ Specific = actionable. Vague = confusing. 3/ Focus on Behavior, Not Character ❌ "You're careless." ✅ "I noticed a few errors in the report. Let's review the process to catch these before they go out." ↳ Attack the problem, not the person 4/ Use the SBI Framework Situation: When did it happen? Behavior: What did you observe? Impact: How did it affect the work/team? "In yesterday's client call (Situation), when you interrupted the client mid-sentence (Behavior), it made them hesitant to share their concerns (Impact)." ↳ This keeps feedback objective and clear 5/ Ask Questions, Don't Just Tell ❌ "You missed the deadline. That's unacceptable." ✅ "I noticed the deadline was missed. What happened? How can I support you to hit the next one?" ↳ Opens dialogue instead of shutting it down 6/ Balance Critical Feedback With Recognition Don't only give feedback when something's wrong. Acknowledge what they're doing well too. "You handled the client presentation really well. One thing to work on is being more concise in the Q&A section." ↳ People hear feedback better when they feel valued 7/ Make It a Two-Way Conversation Don't just talk at them. Ask: "Does this feedback make sense? What's your perspective?" Give them space to respond. ↳ Feedback should be a conversation, not a lecture 8/ Offer a Path Forward Don't just point out the problem. Help them fix it. "Next time, try looping in the team earlier so we can course-correct together." ↳ Feedback without direction is just criticism What NOT to Do: ❌ Don't give feedback when you're angry (wait until you're calm) ❌ Don't give feedback publicly (always do it 1-on-1) ❌ Don't pile on multiple issues at once (focus on 1-2 things max) ❌ Don't end without asking if they have questions Good feedback doesn't tear people down. It builds them up. Be clear. Be kind. Be helpful. Follow me for more valuable content.