delivering effective feedback

Delivering Effective FeedbackSarah Evans

Senior Consultant

[email protected]

©2016 The Advisory Board Company • advisory.com

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What’s Your Go-To Reponse?

Source: Gould T, “The Hidden Cost of Delaying Those ‘Difficult

Conversations,’” Human Resources News and Insights, April 15, 2010.

“Ruminated about it”

“Complained to my coworkers about it”

“Avoided the person involved”

“Talked around the topic”

“Dropped hints to the person involved”

“Dealt with the problem immediately”

“How have you dealt with the prospect of having

an uncomfortable conversation at work?”


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Avoiding Difficult Conversations Altogether

A Snapshot of Common Responses

Source: Gould T, “The Hidden Cost of Delaying Those ‘Difficult

Conversations,’” Human Resources News and Insights, April 15, 2010.

“Ruminated about issue”

“Complained to coworkers about it”

“Felt angry”

“Did extra work to avoid dealing with it”

“Avoided the person involved”

“Talked around the topic”

“Felt sorry for themselves”

“Dropped hints to the person involved”

“Dealt with the problem immediately”

61%

41%

34%

32%

29%

24%

20%

20%

15%

“How have you dealt with the prospect of having

an uncomfortable conversation at work?”

©2018 Advisory Board • All Rights Reserved • advisory.com

8

Team Members Eager for More Candid Feedback

57%

Staff Who Prefer Hearing

Constructive Criticism to Praise

n=899 survey respondants

Staff who agree that negative

feedback is effective at

improving performance, if it’s

delivered appropriately

92%

Source: Zenger J and Folkman J, “Your Employees Want the Negative

Feedback You Have to Give,” Harvard Business Review, January 2014.

http://www.advisory.com/


9

Select the Right Type of Feedback Conversation

Collaborative

Corrective

Collaborative

Conversation

Source: Talent Development research and analysis.

Corrective

Conversation

A controlled

conversation

about failure to

meet expectations

Collaborative

Conversation

An open-ended

conversation about

discovering opportunities

for improvementResults


10

Confronting Underperformance

Corrective Conversations


Who: Individuals with low results or disruptive

behavior

What: A controlled conversation about failure to

meet expectations

When: As soon as possible

Why: The individual identified has potential for

greater contributions, but is undermining

team effectiveness in some way


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Three Common Pitfalls


How Corrective Conversations Can Go Wrong

No Message

Leader stumbles

through conversation

with no direction

Off Message

Underperformer derails

the conversation with

excuses, pushback

Distorted Message

Underperformer doesn’t

really hear the intended

message

X ! ?


12

Prepare Your Message in Advance

Three Essential Talking Points for Corrective Conversations


The Behavior

Describe the

unacceptable action,

inaction, or failure to

deliver results

The Standard

Define the conduct

and performance

expected of staff

The Consequence

Illuminate the

repercussions,

foreshadow next steps


13


Customizing Your Message for Different Situations

Specify the exact behavior or

underperformance, and why it

is disruptive or unacceptable

Outline the pattern of unacceptable

behavior, and the disruptiveness of

ignoring past confrontations

Articulate the expectations

for behavior or performance

moving forward

Position the behavior as having

reached its threshold, and

reaffirm your expectations

Explain the consequences as

they relate to the team, patients,

or important outcomes, and

suggest steps to improve

Outline the next level of

escalation for the issue and any

potential disciplinary action

First Conversation Repeat Conversation

The

Behavior

The

Standard

The

Consequence


14

Anticipate and Respond to Common Types of Pushback

Staying in the Driver’s Seat

Denying

their Actions

“Who me? I didn’t

do that!”

“I’m surprised to

hear you say that.

I spoke to other

team members

who attested to

your actions”

Blaming

Others

“It’s not my fault.

EVS didn’t do their

job.”

“I’m speaking to

them this afternoon.

But right now we

are talking about

your role.”

Keeping

Score

“I’ve seen other

nurses do the

same thing, and

they didn’t get in

trouble.”

“That doesn’t make

it right, and we’re

focusing on you

right now.”

Jumping to

Apologies

“I am sooooooo

sorry. It will never

happen again!”

“I appreciate your

sincerity. I still want

to discuss the

situation to make

sure it doesn’t

happen again.”


If They Say:

You Can

Respond:


15

Face-to-Face Conversations Are Best Practice

Eeny Meeny Miny Mode



16

Confirm Successful Delivery of Message

Following Up on the Conversation

Follow up on

the corrective

conversation: That Day

• Secure verbal or

written agreement

from the team

member

That Week

• Check in to inquire

about any initial

challenges or

successes

Ongoing

• Keep abreast of any

future performance

issues



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Select the Right Type of Feedback Conversation

Collaborative

Corrective

Collaborative

Conversation


Corrective

Conversation

A controlled

conversation

about failure to

meet expectations

Collaborative

Conversation

An open-ended

conversation about

discovering opportunities

for improvementResults


18

Coaching High Performers


Collaborative Conversations

Who: Individuals with high results

What: An open-ended conversation about failure

discovering new opportunities for enhanced

contributions

When: In an existing check-in

Why: The individual identified can excel even

further, or is facing a one-time challenge


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Four Elements of a Collaborative Conversation


The SOAP Framework

S

O

A

P

Subject’s Perspective

Team member shares his or her perspective

Observer’s Perspective

You share your own observations of

progress in a non-judgmental manner

Assessment

Together, come to a shared understanding

of obstacles to performance

Planning

Together, develop solutions to enhance

current performance and agree to terms


20

Source: Zeus P, Skiffington S, The Coaching at Work Toolkit: A Complete

Guide to Techniques and Practices, New York: McGraw-Hill, 2002.

Start with the Subject’s Perspective

Subject’s Perspective

A Closer Look

Critical Skills:

• Inquiry: Ask a variety of questions to

gain as much insight as possible

• Active Listening: Paraphrase what they

say to confirm your understanding

Key Objective:

• Engage the team member to share his or

her candid perspective on progress

Helpful Hints:

• Starting off the conversation can often

be the most difficult step. A few

suggestions for breaking the ice include:

- “I’ve started to notice this issue, but

I’m really interested in hearing your

perspective…”

- “Do you have any thoughts on…?”

Facilitation Tips

How do you feel about

progress so far?


21Observer’s Perspective


Next, Share Your Perspective

Critical Skills:

• Sensitivity to Language: Choose words

carefully, and stick to neutral language

• Suspending Judgement: Share

observations with an open mind, and

resist jumping to conclusions

Key Objective:

• Provide your objective observations

Helpful Hints:

• As you share your observations, be

careful not to dismiss or discount what the

team member has just shared with you

Aim for Objectivity

Facilitation Tips

Let me explain a little

bit what I’ve noticed…


22


Make Observations, Not Judgements


23Assessment


Come to a Shared Understanding

A Closer Look

Critical Skills:

• Inquiry: Ask probing questions to help

the team member determine what is

holding back performance

• Questioning Your Assumptions: Be

open to the possibility that your initial

assessment might be incorrect

Key Objective:

• Together, resolve any discrepancies in

perspectives and come to a shared

understanding of obstacles.

Helpful Hints:

• Avoid giving orders or being too

prescriptive; instead test out solutions:

• “We seem to agree on…”

Facilitation Tips


24Planning


Decide Next Steps Together

A Closer Look

Critical Skills:

• Inquiry: What can you do to help the

person improve performance?

• Sensitivity to Language:

Communicate expectations and

responsibilities clearly and completely

Key Objective:

• Create an actionable plan that details

the responsibilities of both the coach

and the coachee moving forward

Helpful Hints:

• Actually writing down the action steps

gives you a record of the discussion

and can help keep you both

accountable for your objectives

Facilitation Tips

Have you tried…?

What can I do to help?


25

Tips to Keep in Mind


When You’re on the Receiving End of Feedback

Seek to Understand

—Not Defend

Practice Active

Listening

Pause Before

Reacting

• Resist any urge to interrupt

and hear the other person out

• Make eye contact and use

inviting body language

• Paraphrase what you’ve heard

to confirm understanding

• Go into the conversation with

an open mind and assuming

the best of intentions

• Ask questions about any part

of the message that is unclear

• Genuinely try to understand

the other person’s perspective

• Take a few seconds to collect

your thoughts when responding

to difficult feedback

• Consider a follow-up meeting to

continue the conversation once

you’d had a chance to reflect


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Four Next Steps to Deliver Effective Feedback

Identify a piece of feedback that you’ve avoided delivering, and determine if it

is best suited for a corrective conversation or a collaborative conversation1

2 Block 30 minutes on your calendar to prepare your talking points

Don’t go it alone—find a trusted colleague with whom you can practice

your talking points in advance and get their suggestions 3

Register for our next webinar in this series: Advocating for Yourself

on Wednesday, February 21 at 1:00pm ET4


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