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PRESENTED BYPRESENTED BYALLIANCE WORK PARTNERSALLIANCE WORK PARTNERS
Why is Giving Feedback Why is Giving Feedback Important?Important?
• It underlies everything we doIt underlies everything we do• It is difficult and often unwantedIt is difficult and often unwanted• It’s an opportunity to learn and growIt’s an opportunity to learn and grow
Participants Any two (or more) peopleTypically supervisor to direct report, but can be multidirectional
Supervisor to direct report
Place Private and quiet spaceDepends on the skill to be learned
Usually in the supervisor's office
ToneTypically causal although can be more formal
Somewhat formal, but potentially relaxed
Very formal, often stressful
TimingImpromtu as needed during formal sessions
Regular meetingsScheduled every six months or once a year
Follow-up Continual Continual Based on action plan
What’s the Difference? What’s the Difference?
If you want to improve If you want to improve continuously as manager, then continuously as manager, then you have to have feedback—andyou have to have feedback—andyou have to know how to give it you have to know how to give it as well as receive it.as well as receive it.
Focus on job performance, skills, behavior—Focus on job performance, skills, behavior—things that can be changed most easily. things that can be changed most easily.
You were rude during You were rude during the meeting.the meeting.
You seemed bored at the You seemed bored at the team’s presentation. team’s presentation.
During the meeting During the meeting you spoke at the same you spoke at the same time others were time others were speaking.speaking.
You yawned, rolled You yawned, rolled your eyes, and looked your eyes, and looked out the window. out the window.
Don’t forget the non-verbal’s! 93% of all communicationDon’t forget the non-verbal’s! 93% of all communication
Giving Feedback
Describe the BehaviorDescribe the Behavior
Exercise: Exercise:
Put an check next to the phrases that describe Put an check next to the phrases that describe behavior.behavior.
Giving Feedback
Points of DeliveryPoints of Delivery
“ “May I share an observation with you?”May I share an observation with you?”
Acknowledge the uneasiness or discomfort you may Acknowledge the uneasiness or discomfort you may feel, feel,
““As I’m telling you this, I’m aware of how uncomfortable I”As I’m telling you this, I’m aware of how uncomfortable I”
Giving Feedback
Deliver the ImpactDeliver the Impact
What Impact it had on you.What Impact it had on you.
““When you told me in the meeting that my concerns about the When you told me in the meeting that my concerns about the product deadlines were overblown, I felt belittled.”product deadlines were overblown, I felt belittled.”
““When you did (behavior), I felt (impact) or “When you said When you did (behavior), I felt (impact) or “When you said (behavior), I was (impact).” (behavior), I was (impact).”
Establish a Receptive Work Environment
Be the role modelClear work expectationsEstablish mutual commitmentAcknowledge positive performanceFrame it as an ongoing process
Tip: For feedback to be accepted, the receiverTip: For feedback to be accepted, the receiverhas to view the giver as reliable and as having has to view the giver as reliable and as having good intentions.good intentions.