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Before I focused on communications coaching, I was writing content for global consumer brands.
As we got more clients, we promoted writers who stood out.
There was one I really wanted to promote, but he was terrible with deadlines.
I didn’t want to be critical, so I kept my feedback friendly and short.
I said, “You’re a very good writer. I want to promote you. But to do that, I need you to meet your deadlines.”
The next week, his work was a few hours late.
The following week, it was a day late.
Then he made a mistake that could have cost us a client, and I knew his role was on the line.
But when we spoke, he told me something I didn’t know: he also covered local sports for a newspaper.
The games often fell on the same nights our assignments were due.
When a game ran late, he had to stay up to file his story, then come home and finish our work.
Suddenly, I realized my initial assessment and feedback had missed the real problem.
We changed his deadlines, his work improved, and he eventually took on a more senior role.
That’s what this week’s newsletter is about: how to give feedback that actually helps.
We’ll cover:
Fundamental Attribution Error
There’s a psychological reason we’re so quick to tell people what they need to change.
It’s called the fundamental attribution error.
We see someone’s behavior and quickly assume we know why it happened, often overlooking what might be happening around them.
In other words, we see someone snap at us and think, “They’re rude,” instead of wondering, “What might be going on with them today?”
Framework: Describe, Impact, Ask
1. Describe
Start with a description of what happened - a fact - rather than what you think it says about the person.
Instead of: “You weren’t prepared.”
Say: “The second slide didn’t have the numbers we needed.”
How to do it: Before you speak, ask yourself: Could a camera have recorded the feedback I’m about to give? If yes, you’re describing a fact, and you should proceed. If not, you may be making an assumption.
If this was forwarded to you but you want to read it for free every week:
2. Impact
When you give feedback, don’t focus on how the behavior made you feel, instead explain its impact.
Instead of: “You made me look dumb in front of the client.”
Say: “Because the numbers were missing, the client asked three questions we couldn’t answer.”
How to do it: Ask yourself: “What did this cause?” If you can’t name a specific consequence, you may be giving feedback about something that didn’t actually cause a problem.
3. Ask
As I learned with my writer, before you decide what the problem is, ask what’s going on.
Instead of: “You need to get better at meeting deadlines.”
Try: “I’ve noticed your deadlines are slipping. What’s making them difficult to meet?”
How to do it: Start with: “What’s getting in the way?” Then listen to the answer before deciding what needs to change.
This Week's Funny
Have feedback, a question, or a topic you'd like me to cover? I'd love to hear from you. Email me at [email protected].
And now this week's funny:
Blu Dot surpasses 2,000% ROAS with self-serve CTV ads
Home furniture brand Blu Dot blew up on CTV with help from Roku Ads Manager. Here’s how:
After a test campaign reached 211,000 households and achieved 1,010% ROAS, the brand went all in to promote its annual sales event. It removed age and income constraints to expand reach and shifted budget to custom audiences and retargeting, where intent was strongest.
The results speak for themselves. As Blu Dot increased their investment by 10x, ROAS jumped to 2,308% and more page-view conversions surpassed 50,000.
“For CTV campaigns, Roku has been a top performer,” said Claire Folkestad, Paid Media Strategist, Blu Dot. “Comping to our other platforms, we have seen really strong ROAS… and highly efficient CPMs, lower than any other CTV partner we've worked with.”
Using Roku Ads Manager, the campaign moved from a pilot to a permanent performance engine for the brand.
