How to Give Effective After-the-Fact Feedback to a Trainee

I’ve written about how to coach a Bible study apprentice before and during a small group Bible study meeting. Once the meeting is over and you meet to debrief, what should you cover?

The Dangers

First, don’t be afraid to speak truth. You are coaching this apprentice, after all. Of course you should share evidences of God’s grace and highlight what went well. But don’t avoid sharing what could improve for the future.

Second, avoid the urge to criticize everything that went wrong, even if you’ve got an exceptionally teachable apprentice who asks you to speak frankly. Don’t do this to your apprentice because God doesn’t do it to you. Imagine how you’d feel if God revealed every weakness, sin, and failure of yours at one time. Even if you just sang, “Take my life and let it be consecrated, Lord, to thee,” the Lord is merciful and compassionate. He instructs us piecemeal over the course of a lifetime. Take the same approach with your apprentice.

Third, avoid the tendency to nitpick. Keep in mind that there are some things your apprentice can never go back and fix. Once they’re done, they’re done; you can help the apprentice to move on by not highlighting all the things that should have been different. Just focus on the things that will help this person to improve.

Gabriela Grosseck (2010), Creative Commons

My Approach

1. Highlight many things that went well.
2. Mention one or two patterns for improvement.
3. End with more positives, focusing on the good results God brought about.

I’ve read some who ridicule this “criticism sandwich” approach (positive-negative-positive) because it can certainly be done in a trite and patronizing way. But when it comes out of love and has real substance to it, this approach helps leaders build influence. Would you prefer for your apprentice to come to your meetings dreading the laundry list of failures to be aired once again, and expecting to be labelled as weak if offense is taken? Or would you prefer for the apprentice to come with delight and eagerness, knowing that much profit and encouragement will come from the feedback offered?

Let me explain the process a bit further:

• Be as specific as possible with the encouragement. Don’t settle for “it went well.” Be ready to show the apprentice what went well. For example, “The way you transitioned us from mingling to the beginning of the study was really clear. Everyone knew what to expect.” Or, “I know that Sam can be overly talkative. When he went off on his uncle’s latest surgery, you did a great job hearing him with compassion while also drawing his attention back to the topic at hand.”
• Notice that point #2 is about mentioning patterns for improvement. If a single mistake was made, let it go. Perhaps the apprentice already noticed it and will self-correct. But if a pattern of the same mistake kept occurring, talk about it. And pick just one or two of these patterns to reflect and ask the apprentice to work on the next time.
• Make sure you end by making much of God, not the apprentice. In part 3 of the feedback, focus on the tangible results you saw from the apprentice’s leadership of the meeting. For example, “When you asked your final application question, Robert really perked up. I think the Lord was working in him, and he used your question to get Robert’s attention!”

Not My Approach

I can’t take credit for this threefold approach to offering after-the-fact feedback. I learned it from others, and we can see it in the Scripture. For example, look at John’s approach to offering feedback in his third letter. John wrote a prior letter to a congregation of Christians (2 John), but this letter was ill received by some. John has some feedback for one of the leaders to help him address these issues for the good of the church.

• 3 John 1-8: John gets very specific about what has gone well. Fellow believers have testified to Gaius’s firmness in the truth (3 John 3). Gaius stands firm also in love (3 John 5), shown by his welcoming of missionaries and sending them out refreshed (3 John 6-8).
• 3 John 9-10: John highlights a persistent pattern that must be addressed. Diotrephes, presumably another leader in the church, promotes himself, disregards John’s apostolic authority, and speaks slanderous nonsense. He doesn’t welcome missionaries, and he coerces others to shun those who do. Something must be done. John will deal with it when he comes, but perhaps his letter seeks to embolden Gaius to steadfastly oppose this wrongdoing in the meantime.
• 3 John 11-15: John closes with evidences of God’s grace within the church. Another man named Demetrius has a strong reputation for goodness and truth. John affirms this reputation, possibly suggesting Demetrius as a replacement for Diotrephes on the elder board. Regardless, an in-person meeting will take place between John and Gaius, and many greetings are sent Gaius’s way. Though the problems may not be ignored, Gaius has much to be encouraged about.

Developing Laborers

In training Bible study apprentices, we strive to raise more laborers for the harvest. We aim to encourage and strengthen them in their labor. And we want to keep them aware of one or two things they can practice for improvement. Such clarity in our training will root them in the gospel, motivate them to lay down their lives, and enable them to overcome adversity. And with such personal training, the Kingdom of God advances in the earth.