[{"data":1,"prerenderedAt":-1},["ShallowReactive",2],{"doc-seo-174760-105":3,"detail-sidebar-cat-1-en-105":81,"doc-detail-174760-en":126},{"code":4,"msg":5,"data":6},0,"ok",{"site_id":7,"language":8,"slug":9,"title":10,"keywords":11,"description":12,"schema_data":13,"social_meta":74,"head_meta":76,"extra_data":78,"updated_unix":80},105,"en","start-stop-continue-change-feedback-model-for-11-quarterly-strategic-alignment-meetings-and-360-reviews-agenda-template-for-quarterly-offsite-meeting","START, STOP, CONTINUE, CHANGE - Feedback Model for 1:1 Quarterly Strategic Alignment Meetings and 360 Reviews - Agenda Template for Quarterly Offsite Meeting","","This document provides a structured “START, STOP, CONTINUE, CHANGE” feedback model designed to support candid, concise, and clarified performance and behavior discussions in leader-employee settings. It explains why the structure is effective by opening collaborative dialogue, creating reassurance through specificity, linking feedback to practical actions, and establishing a clear accountability record for future conversations. It also promotes compact communication for streamlined delivery within short timeframes. An attached agenda example applies the model to a quarterly offsite meeting, outlining start, stop, continue/modify items aligned to leadership dynamics and communication practices.",{"@graph":14,"@context":73},[15,34,56],{"@type":16,"itemListElement":17},"BreadcrumbList",[18,23,27,31],{"item":19,"name":20,"@type":21,"position":22},"https://docshare.wps.com","Home","ListItem",1,{"item":24,"name":25,"@type":21,"position":26},"https://docshare.wps.com/template/","Template",2,{"item":28,"name":29,"@type":21,"position":30},"https://docshare.wps.com/template/presentations/","Presentations",3,{"item":32,"name":10,"@type":21,"position":33},"https://docshare.wps.com/template/start-stop-continue-change-feedback-model-for-11-quarterly-strategic-alignment-meetings-and-360-reviews-agenda-template-for-quarterly-offsite-meeting/174760/",4,{"url":32,"name":10,"@type":35,"image":36,"author":41,"headline":10,"publisher":44,"fileFormat":47,"inLanguage":8,"description":12,"dateModified":48,"datePublished":49,"encodingFormat":47,"isAccessibleForFree":50,"interactionStatistic":51},"DigitalDocument",{"url":37,"@type":38,"width":39,"height":40},"https://docshare.wps.com/thumbnails/start-stop-continue-change-feedback-model-for-11-quarterly-strategic-alignment-meetings-and-360-reviews-agenda-template-for-quarterly-offsite-meeting/174760.png","ImageObject",442,249,{"name":42,"@type":43},"Ethan Miller","Person",{"url":19,"name":45,"@type":46},"DocShare","Organization","application/vnd.openxmlformats-officedocument.wordprocessingml.document","2026-10-22","2026-09-02",true,{"@type":52,"interactionType":53,"userInteractionCount":55},"InteractionCounter",{"@type":54},"ViewAction",11,{"@type":57,"mainEntity":58},"FAQPage",[59,65,69],{"name":60,"@type":61,"acceptedAnswer":62},"What is the purpose of the “START, STOP, CONTINUE, CHANGE” feedback model in this document?","Question",{"text":63,"@type":64},"It provides a simple, structured way to encourage candid and clarified feedback about performance and behavior during leader-employee discussions and reviews.","Answer",{"name":66,"@type":61,"acceptedAnswer":67},"Why is this feedback structure described as effective?",{"text":68,"@type":64},"It promotes collaborative dialogue, adds reassurance with specific prompts, links comments to actionable improvements, and creates an accountability record for later check-ins.",{"name":70,"@type":61,"acceptedAnswer":71},"How is the model used in the sample quarterly offsite meeting agenda?",{"text":72,"@type":64},"The agenda lists specific “START,” “STOP,” and “CONTINUE / MODIFY” items tied to leadership dynamics, trust and transparency, and communication engagement philosophy.","https://schema.org",{"og:url":32,"og:type":75,"og:title":10,"og:site_name":45,"og:description":12},"article",{"robots":77,"canonical":32},"index,follow",{"doc_id":79,"site_id":7},174760,1791449447,{"code":4,"msg":82,"data":83},"success",[84,87,92,97,102,107,112,117,122],{"id":55,"doc_module":22,"doc_module_name":25,"category_name":29,"show_sort_weight":85,"slug":86},90,"presentations",{"id":88,"doc_module":22,"doc_module_name":25,"category_name":89,"show_sort_weight":90,"slug":91},12,"Resumes",80,"resumes",{"id":93,"doc_module":22,"doc_module_name":25,"category_name":94,"show_sort_weight":95,"slug":96},14,"Invoices",70,"invoices",{"id":98,"doc_module":22,"doc_module_name":25,"category_name":99,"show_sort_weight":100,"slug":101},15,"Posters",60,"posters",{"id":103,"doc_module":22,"doc_module_name":25,"category_name":104,"show_sort_weight":105,"slug":106},16,"Social Media",50,"social-media",{"id":108,"doc_module":22,"doc_module_name":25,"category_name":109,"show_sort_weight":110,"slug":111},17,"Forms",40,"forms",{"id":113,"doc_module":22,"doc_module_name":25,"category_name":114,"show_sort_weight":115,"slug":116},18,"Letters",30,"letters",{"id":118,"doc_module":22,"doc_module_name":25,"category_name":119,"show_sort_weight":120,"slug":121},21,"Paper Templates",5,"papers-templates",{"id":123,"doc_module":22,"doc_module_name":25,"category_name":124,"show_sort_weight":4,"slug":125},158,"General","general-158",{"code":4,"msg":82,"data":127},{"doc_id":79,"user_id":128,"nickname":42,"user_avatar":129,"doc_module":22,"category_id":55,"category_name":29,"doc_title":10,"doc_description":12,"doc_content":130,"file_id":131,"file_url":132,"file_type":133,"file_size":134,"view_count":55,"is_deleted":4,"is_public":22,"is_downloadable":22,"audit_status":22,"page_count":30,"language":135,"language_code":8,"site_id":7,"html_lang":8,"table_of_contents":136,"faqs":137,"seo_title":138,"seo_description":12,"update_tm":139,"read_time":22},687207017582,"https://ap-avatar.wpscdn.com/davatar_994ba38a5ba835b3df7d355c54d3ed8d","[GENERIC EXAMPLE]\nUtilizing the “START, STOP, CONTINUE, CHANGE” Feedback model for \u000b1:1 Quarterly Strategic Alignment Meetings and/or 360 Reviews\nIn an effort to offer a process that provides a simple yet effective structure to encourage candid, concise and clarified feedback for both leader & employee performance, this is an example of how the  “START, STOP, CONTINUE, CHANGE” Feedback model can be utilized for 1:1 Quarterly Strategic Alignment Meetings and/or 360 Reviews.\nWhy is this type of structure effective?\nIT OPENS DIALOGUE IN A COLLABORATIVE MANNER: By each party agreeing to use this structure, you mutually agree to remain open to the feedback spectrum while normalizing terminology for communication.\nCREATES REASSURANCE: The questions push others to think of specific things that you do well, as well as encouraging them to say what you could do better.\nOFFERS CLARITY OF & LINKING TO ACTION: Since this process is action-focused, the comments made give you a practical insight into the impact of your behavior on others, and explain precisely what you need to do to improve.\nBENCHMARK OF ACCOUNTABILITY: The clarity of feedback linked with requests for action provides a source of record for future conversations on performance/behavior updates.\nCOMPACT COMMUNICATION: Since the questions are straightforward, they allow people to give good-quality feedback in a very streamlined manner within a short period of time.\nTo see how this format can be translated into an actual discussion guide, please see the attached example of the structure as used by the CEO and partnered Executive Administrator during their recent quarterly offsite alignment meeting (suggested Start/Stop/Continue items were created and communicated by the Executive Administrator to the CEO).\n\u000f\nSTART / STOP / CONTINUE AGENDA for Quarterly Offsite Meeting (3 hr block)\nSTART:\nTOP PRIORITY – Solidify Leadership Team dynamic. Trust & Transparency are paramount.\nSuggested steps:\nSTART: Creating a cohesive “Circle of Trust”\nOffer explicit examples of witnessed interactions or behavior that have had you come to these actionable conclusions. Fill in actionable bulleted suggestions here based on style/personality/preferences of your supervisor.\nSTART: Setting clear rules on Leadership Communications Engagement Philosophy\nOffer explicit examples of witnessed interactions or behavior that have had you come to these actionable conclusions. Fill in actionable bulleted suggestions here based on style/personality/preferences of your supervisor.\nSTART: Becoming a “Walking C-Suite Leader”\nOffer explicit examples of witnessed interactions or behavior that have had you come to these actionable conclusions. Fill in actionable bulleted suggestions here based on style/personality/preferences of your supervisor.\nSTOP:\nTOP PRIORITY – Communication and Confidence Confusion\nSTOP: Meeting “Hijacking” (and guide others on the team from doing the same)\nOffer explicit examples of witnessed interactions or behavior that have had you come to these actionable conclusions. Fill in actionable bulleted suggestions here based on style/personality/preferences of your supervisor.\nSTOP: Communication One-off’s (undermines transparency and breaks trust)\nOffer explicit examples of witnessed interactions or behavior that have had you come to these actionable conclusions. Fill in actionable bulleted suggestions here based on style/personality/preferences of your supervisor.\nCONTINUE / MODIFY:\nTOP PRIORITY: Building your Leadership Conviction, Confidence and Communications to drive your incredible visionary goals.\nMODIFY: Empowering your direct reports when they take the reins on a project\nOffer explicit examples of witnessed interactions or behavior that have had you come to these actionable conclusions.\nCONTINUE: Honing your conviction and confidence through mindfully prepared and authentically delivered communications.\nOffer explicit examples of witnessed interactions or behavior that have had you come to t","cbCaigVBuW7Ctm4A","https://ap.wps.com/l/cbCaigVBuW7Ctm4A","docx",25607,"English","# Why the START, STOP, CONTINUE, CHANGE structure works\n# START / STOP / CONTINUE agenda for Quarterly Offsite Meeting (3 hr block)\n## START\n## STOP\n## CONTINUE / MODIFY","[{\"question\":\"What is the purpose of the “START, STOP, CONTINUE, CHANGE” feedback model in this document?\",\"answer\":\"It provides a simple, structured way to encourage candid and clarified feedback about performance and behavior during leader-employee discussions and reviews.\"},{\"question\":\"Why is this feedback structure described as effective?\",\"answer\":\"It promotes collaborative dialogue, adds reassurance with specific prompts, links comments to actionable improvements, and creates an accountability record for later check-ins.\"},{\"question\":\"How is the model used in the sample quarterly offsite meeting agenda?\",\"answer\":\"The agenda lists specific “START,” “STOP,” and “CONTINUE / MODIFY” items tied to leadership dynamics, trust and transparency, and communication engagement philosophy.\"}]","START, STOP, CONTINUE, CHANGE - Feedback Model for 1:1 Quarterly Strategic Alignment Meetings and 360 Reviews - Agenda Template for Quarterly Offsite Meeting | DOCX",1788316423]