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Giving Feedback

High-quality, honest feedback drives our success. We must tell each other plainly when things could improve—otherwise, we collectively hurt the lab and its mission. Give and receive direct feedback understanding it addresses the work, not the person, aiming for the best collective outcome.

There's an uncomfortable truth here: we must say what we think, especially when it's difficult. This includes giving me feedback, particularly if you disagree with or dislike something.

Why This Matters

If you spot a flaw or see improvement opportunities but stay silent, you undermine our mission. No one, myself included, is clairvoyant. If you don't voice concerns or wishes, don't expect them to be addressed.

Honest feedback is the highest form of respect. If we care about each other—and I hope we do—feedback is a gift that helps us grow.

Don't worry about reactions. You might fear responses (mine included), but if someone responds poorly, that says more about them than about your courage.

Radical Candor Framework

A framework I find useful is Radical Candor.

Care personally: Know and support each other as individuals, not just colleagues.

Challenge directly: Don't tiptoe around difficult conversations—raise issues promptly and clearly.

Avoid common traps:

  • "Ruinous Empathy" (caring without challenging)
  • "Obnoxious Aggression" (challenging without caring)

Practice these habits:

  • Give feedback promptly, whether positive or constructive
  • Focus on behaviors and outcomes, not personalities
  • Ask for feedback on your own work and reactions
  • Listen actively and respond with empathy
  • Make feedback routine in our collaboration

Let's not settle for polite silence. Let's aim for honest, caring candor—because that's how we, and our work, get better.

What Makes Good Feedback

Follow HHIIPP principles: Be helpful, humble, immediate, in person, with public praise/private criticism, and focus on work not personality.

Make it actionable and immediate. Don't wait—address issues when they're fresh and can still be corrected.

Use the SWI model:

  • Situation: Provide specific context where the work occurred
  • Work: Identify the specific deliverable, project, or performance goal
  • Impact: Articulate how this work affected outcomes or progress

Remember: You don't need solutions to identify problems. Calling out what doesn't work is valuable even without answers.

Giving Kevin Feedback

No one teaches you how to run a lab—it's largely guesswork. I value your feedback, but I recognize the power dynamic may make direct feedback uncomfortable.

For anonymous feedback: Use https://www.admonymous.co/kjappelbaum (avoid identifying details if you want to remain anonymous)

For direct feedback: I welcome it—expect nothing but thankfulness from me.