to your skills - vista campus · 2017-12-12 · 1 800.475.0222 7293234 welcome to improve your...
TRANSCRIPT
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Welcome toWelcome to
Improve Your Giving & Receiving Feedback SkillsTo join the audio portion by phone, please dial: 800.475.0222
Passcode: 7293234
This session will begin shortly.The webinar will begin soon. While you wait, please share in the chat box: “How far along are you in your year of service?”
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Connecting to Audio Audio broadcast Call in via phone (number and passcode listed on each slide) View Closed Captions in the Media Viewer panel
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Tips for ParticipatingClick this button if you don’t see the chat panel. COMPUTER MOBILE
Share comments and ideas in the Chat panel (send to “All Participants”)
Ask questions in the Q&A panel (send to “All Panelists”)
Some WebEx features are not available on mobile devices
Links and recording will be available after the session
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Welcome toWelcome to
Improve Your Giving & Receiving Feedback Skills
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Today’s Agenda
Giving Feedback
Receiving Feedback
Difficult Conversations
Recap, Closing, Evaluation
Q & A
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Today’s Speakers
Mike BeebeLeadership for Change
Calvin LandrumVISTA Training Team
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What Is Feedback?
Any information you get about yourself
How we learn about ourselves from experiences and other people; how we learn from life.
‐ Thanks for the Feedback: The Science & Art of Receiving Feedback Well by Douglas Stone & Sheila Heen
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Chat Question
What are some situations where you’ve had to give feedback in your VISTA role?
Click this button if you don’t see the chat panel.
COMPUTER MOBILE
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Common VISTA Situations
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Giving Feedback
Coaching Skills for Non‐Profit Manager and Leaders: Developing People to Achieve Your Mission, by Judith Wilson and & Michelle Gislason
Objective Observation
Appreciative Feedback
Developmental Feedback
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Objective Observation
Articulate what you see without interpretation, evaluation, or judgement.
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Objective Observation: Example
Evaluation: Harriet has been talking too much and taking up too much time in meetings.
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Objective Observation: Example
Evaluation: Harriet has been talking too much and taking up too much time in meetings.
Observation without Evaluation:Harriet spoke five times during the last meeting in comparison to other staff who spoke once or twice. I also noticed she spoke an average of 4 minutes while other comments were one minute or less.
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Objective Observation: Tips
•Focus on the person’s behavior.•Get specific and note exactly what the person said or did. •Ask yourself, “Would other people see or hear what I saw or heard?”
•Pretend you are taking a video of that person and then playing it back…what would you see or hear?
•Say what you observed without judgement.
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Appreciative Feedback
“People get on average only a couple of minutes of positive feedback each year, versus thousands of
hours of negative feedback!”
‐David Rock, Quiet Leadership
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Giving Appreciative Feedback
Observation + Appreciation of the Positive Impact = Supporting & Encouraging Current Behavior
Coaching Skills for Non‐Profit Manager and Leaders: Developing People to Achieve Your Mission by Judith Wilson and & Michelle Gislason
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Appreciative Feedback: Examples
“Great job!”
“Nice work on that proposal.”
Well meaning, but could be more effective…
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Appreciative Feedback: Example
Coaching Skills for Non‐Profit Manager and Leaders: Developing People to Achieve Your Mission, by Judith Wilson and & Michelle Gislason
Step 1: Start with the observation.
“I noticed you said hi to each youth as they arrived at your after school program. “
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Appreciative Feedback: Example
Coaching Skills for Non‐Profit Manager and Leaders: Developing People to Achieve Your Mission, by Judith Wilson and & Michelle Gislason
Step 1: Start with the observation.
“I noticed you said hi to each youth as they arrived at your after school program. “
Step 2: Reflect back on your observation, based on facts.
“I saw smiles on young people’s faces and excitement to get started on their projects”
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Appreciative Feedback: Example
Coaching Skills for Non‐Profit Manager and Leaders: Developing People to Achieve Your Mission, by Judith Wilson and & Michelle Gislason
Step 1: Start with the observation.
“I noticed you said hi to each youth as they arrived at your after school program. “
Step 2: Reflect back on your observation, based on facts.
“I saw smiles on young people’s faces and excitement to get started on their projects”
Step 3: Communicate what that behavior means to you or the impact that it has made to the team, project, or organization.
“I greatly appreciate how your greeting of each youth creates a welcoming climate for all youth and creates an environment where they can build community and do good work on their projects.”
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Developmental Feedback: Example
Obs
Observation “John, I noticed that I have been directly tutoring youth over half of my time at the tutoring center for many weeks now.“
Impact of Behavior ”I am concerned that if I am spending so much time directly tutoring members, I will not have time to build our capacity to tutor more youth by recruiting more volunteers”
Request for the Future “Could we make a plan together for me to reduce my hours gradually doing direct tutoring so that I can carry out the responsibilities in my VAD of volunteer recruitment? ”
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Developmental Feedback: Example
Obs
Observation “John, I noticed that I have been directly tutoring youth over half of my time at the tutoring center for many weeks now.“
Impact of Behavior ”I am concerned that if I am spending so much time directly tutoring members, I will not have time to build our capacity to tutor more youth by recruiting more volunteers”
Request for the Future “Could we make a plan together for me to reduce my hours gradually doing direct tutoring so that I can carry out the responsibilities in my VAD of volunteer recruitment? ”
Change in Behavior/Improved
Outcomes
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Developmental Feedback: TipsPrepareCheck your attitudeAsk permission to give feedbackAddress one issue at a timeDo not blameStay on trackCheck it outHelp the person move forward
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Practice ScenarioYou have been in your VISTA position for 3 months now and while you know that some direct service is appropriate for VISTAs, you are concerned that you are doing more direct service than capacity building. You decide to have a conversation with your supervisor.
What could you say to your supervisor when you have your next check‐in?
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Chat Question
Think of a time you received feedback that was NOT helpful.
What about it did you find unhelpful?
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COMPUTER MOBILE
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Receiving Feedback: Three Triggers
Truth: “The feedback is wrong, unfair, unhelpful!”
Relationship: “I can’t hear this feedback from YOU.”
Identity: “The feedback is threatening and I’m off balance.”
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Receiving Feedback
“That’s Wrong” “Tell Me More”
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Asking for Feedback: Name One Thing
“What’s one thing I could change that would make a difference to you?”
Ask “What’s one thing you see me doing that is working well for you and our team?”
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HOT TIP…..
If you haven’t all ready discussed with your supervisor how you like to receive feedback, immediately put that on your “to do” list!
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How Do You Like To Receive Feedback?
Timing?
In person vs. in writing?
One to one vs. in group setting?
Direct vs. Indirect?
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Holding Difficult Conversations
Three components:
Strong disagreement
Emotions run high
Important to all
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Chat Question
What kinds of fear come up in difficult conversations?
Ex: “Fear of…..”
What consequences might people be afraid of?
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COMPUTER MOBILE
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Power Dynamics! How do power dynamics impact your ability to have difficult conversations?
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Strategies To Address Power DynamicsWhat strategies have you used to address these power dynamics?
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Strategies For Starting A Difficult Conversation
Use I‐statements
Speak to be heard and not to change minds
Express your needs and ask for theirs
Make reasonable requests
Refrain from judgment
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Using I statements
1. I feel…
2. When __ happens… (describe the behavior, not the person)
3. It makes me think…
4. And I would like to… (to discuss this with you, etc.)
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Practice ScenarioYour supervisor keeps coming over and disrupting you while you work to talk about personal issues. They see it as relationship building, but you have observed it’s been harder to get your work done on time.
How could you approach this conversation?
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Resources
Nonviolent Communication by Marshall Rosenberg
Thanks for the Feedback: The Science & Art of Receiving Feedback Well by Douglas Stone & Sheila Heen
Compass Point (www.compasspoint.org) Clearinghouse for resources and training focused on non‐profits
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Evaluation
Please take a few moments to share your feedback through the quick poll on the right side of the screen.
How can we improve these sessions? What topics should we include in future webinars?
Thank you very much for your time and participation!
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Questions
To ask a question verbally, call in using the number on this slide and press *1 To ask a question electronically, use the Q&A feature located in the bottom right corner of the screen. Please ask “All Panelists”
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Thank You for Your Participation! If you have further questions or for more information, contact
Our next webinar:
Generating In‐Kind Contributions For Your OrganizationDecember 18, 20172:00pm Eastern
Visit the Webinars for VISTAs page on the VISTA Campus for a complete schedule of VISTA webinars