How to Give Feedback to a Blue
Erikson advises checking facts and gathering concrete examples before giving corrective feedback to someone he describes as Blue. His portrait stresses attention to detail and a readiness to challenge unsupported criticism.
THE IDEA
How to Give Feedback to a Blue—but First, Just a Word of Warning
Before you try to give negative feedback to a Blue, for Pete’s sake, make sure you know what you’re talking about. Let me remind you that a Blue knows exactly what he’s done and he has a far better eye for details than you do. So make sure you have your facts ready before the thought even enters your mind. The section that follows deals with how to deliver feedback, but the biggest task here consists in finding out the details of what happened before you give any feedback.
It may be a good idea to check things out with several other people who are involved in the issue and to document what they say and the facts they offer. The Blue will be able to quote everything and everyone, and he’ll always have proof that what he did was correct—after all, that’s why he did it. If it had been wrong, he wouldn’t have done it. Make sure you’re armed to the teeth before scheduling the meeting.
When to use it
Providing performance feedback to a detail-oriented employee who monitors every aspect of their work.
Correcting an error in a data-heavy report prepared by a meticulous colleague or team member.
Discussing a project delay with someone who tracks every milestone and can quote exact reasons.
Giving constructive criticism to a peer who values precision and consistency in processes.
FROM THEORY TO EVERYDAY LIFE
In practice
Correcting a Financial Report Error
A manager needs to point out a miscalculation in a financial report prepared by a detail-oriented Blue colleague. Before the meeting, the manager cross-checks all numbers with the original data sources and gathers email confirmations from other departments. During the feedback session, the Blue acknowledges the error only after seeing the verified evidence.
Performance Review for a Blue Employee
A supervisor wants to discuss a missed deadline with a Blue team member who meticulously tracks project timelines. The supervisor first collects concrete dates, progress updates, and communication logs to show the delay. The Blue initially defends his actions by quoting specific exceptions, but the documented facts lead to a constructive discussion.
A MOMENT TO REFLECT
Put it to work.
When was the last time you gave feedback to someone with a strong attention to detail? How thoroughly did you prepare your facts?
What steps can you take to gather evidence and verify information before a difficult feedback conversation?
How might a Blue's tendency to defend their precision affect the way you approach corrective feedback?
CONTINUE THE CONVERSATION
Source texts
- Surrounded By Idiots (Thomas Erikson)