Blog

The DIRECT Feedback Model

©Del Gilbert

One of the most difficult issues facing leaders is addressing performance issues. The DIRECT Model takes a lot of emotion out of the conversation and deals directly with the issue at hand.

Describe the behavior

Stick to the facts. Tell them what you saw and heard. Facts are most persuasive and least insulting.

• “You have been late 5 times in the last three weeks.”

Solicit Input

To gain understanding of their perspective.

• “What is preventing you from getting to work on time?”

Remind of the goal

Describe the desired behavior.

• “It’s very important that you arrive to work by 7 a.m. every morning.”

State the Effect

Tell them the consequences of their behavior on the customer, the department, the organization, on them.

• “When you are late someone from 3rd shift has to stay over until your arrive and you miss shift change report.”

Collaborate on solutions

Ask them what they can do differently to resolve the issue.

• “What can you do to make sure you are here at 7 a.m. consistently?”

Follow Through

If they respond favorably, affirm them. If the behavior does not change, repeat the process and turn up the intensity.

 

Positive change of behavior: “I’ve noticed that you have been here at 7 a.m. everyday this past week. Good job and keep it going.”

No change of behavior: “I’m concerned that you are still arriving late for work. This is becoming a significant issue. I need someone in this position who I can count on to arrive to work on time. How can you make that happen?”
(See also Principles of Effective Feedback)