presented by alliance work partners your eap specialist 1-800-343-3822 giving effective feedback-...

PRESENTED BYPRESENTED BYALLIANCE WORK PARTNERSALLIANCE WORK PARTNERS

““YOUR EAP SPECIALIST”YOUR EAP SPECIALIST”1-800-343-38221-800-343-3822

WWW.ALLIANCEWP.COMWWW.ALLIANCEWP.COM

Giving Effective Feedback- How can you improve

without it?

© Copyright Alliance Work Partners 2011

Goals and Objectives

• Why Feedback is essential

• How to give effective feedback

• Increase your awareness of emotional

responses

• Enhance your ability to utilize feedback

effectively


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


Giving Feedback is not fun! Why?Giving Feedback is not fun! Why?

• Feedback = judgmentFeedback = judgment

• Feedback = objective messageFeedback = objective message

• Feedback = opportunity to learnFeedback = opportunity to learn


What Feedback is not!

Necessarily negativeA one-way monologueNeed to be a wrestling matchAn opportunity for personal

attackRepresent the only point of

view


What Feedback

is

Critical to managing effectively

Comes from clients and customers

Fosters positive changePositive- reinforce preferred

behaviorCorrective- introduce more

productive work patternsMultidirectional



Feedback Coaching Performance Evaluation

PurposeTo reinforce or change behavior

To improve skills To evaluate past work

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.


Tip: Tip:

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.


Helping People Change: Easy to Difficult

Giving Feedback

Capture the SituationCapture the Situation

When, WhereWhen, Where

Yesterday morningYesterday morning

Last Monday Last Monday

On FridayOn Friday

Giving Feedback

Describe the Behavior - Describe the Behavior -

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


Do Your Homework

Gather the factsConsider their point of viewAnticipate the responseAdapt your styleBe sensitive


Do Your Homework

Planning the Feedback

Name the issue or behaviorImpact – Team, Department or ProjectDetail to describe the behavior. (Who, What,

When)Purpose of the feedbackPossible barriersResults, Short term and Long term


Exercise

Think of a situation in your department with one of your subordinates that you have to give feedback.

Capture the situationDescribe the behaviorDeliver the impact

Use the Planning a Feedback Session form.


During feedback session, make During feedback session, make the person comfortable.the person comfortable.Don’t meet on opposite side of a Don’t meet on opposite side of a desk, and never answer the desk, and never answer the phone!phone! © Copyright Alliance Work Partners 2011

Tip: Tip:

Corrective Feedback

Identify a specific employee behavior

Stop talking and start listening

Agree on what the issue is

Agree on an action plan


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.


•Backing outBacking out• Pull on your experiencesPull on your experiences

• Emphasize your vulnerabilityEmphasize your vulnerability•Cushion the feedbackCushion the feedback

•Label the feedbackLabel the feedback•Give adviceGive advice

•Label BehaviorLabel Behavior•Being impreciseBeing imprecise

•Judge the personJudge the person•Delay Delay

Key Traps to Avoid


IT TAKES TWO TO SPEAK THE TRUTH—ONE TO SPEAK AND ONE TO HEAR

HENRY DAVID THOREAU

Thank You!

presented by alliance work partners your eap specialist 1-800-343-3822 giving effective feedback-...

Documents

corrective feedback

judgment feedback

effective feedback

feedback important

difficult slide

communication slide

objective message feedback

feedback session form