tools for effective feedback
TRANSCRIPT
Tools for Effective Feedback: Creating a Culture for Performance Improvement
Dr. Tim [email protected]
Some sobering statistics
Some how to’s 3 models
Roughly by a three to one margin, employees believe that constructive feedback does more to
improve their performance than positive feedback
The secret to having employees listen to your feedback is whether or not they respect you.
Respect is earned, incredibly hard to get, and requires authenticity.
You could have the exact same thing said
by two different people with two
completely different effects.
Managing ExpectationsWhat are my expectations as the leader?
Have I communicated these expectations to my team?
Do my team understand my expectations?
Do my team members accept my expectations?
Are my team members omitted to meeting those expectations?
Do my team members know how they are performing against those expectations?
Am I supporting my team members to achieve those expectations?
Timing
Specific
Make your feedback specific
“Overall good job on the presentation at this morning’s meeting. But it could have been better.”
This is so vague. What was wrong with it. Plus, just because you didn’t like it, does it necessarily mean it is bad? How could it have been better?
“Great job on the presentation! I really like how you used statistics to back up your key points.
One small comment: Maybe for next time would be to invite more comments from the group to get them more involved.”
Frequency
Questions
Privacy
Critical Incidents
Focus on the future
Guidelines for Conversations on Poor Performance
Avoid confrontation & argument
Focus on
performance Focus on the future
Emphasis strengths as
well as weaknesses
Seek out the causes
The five conversations frameworkDate Topic Content Key Questions
Month 1 Climate review Job satisfaction, morale and communication
• How would you rate your current job satisfaction?• How would you rate morale?• How would you rate communication?
Month 2 Strengths and talents
Efficiently deploying strengths and talents
• What are your strengths and talents?• How can these strengths and talents be used in your current and
future roles in the organisation?
Month 3 Opportunities for growth
Improving performance and standards
• Where are opportunities for improved performance?• How can I assist you to improve your performance?
Month 4 Learning and development
Support and growth • What skills would you like to learn?• What learning opportunities would you like to undertake?
Month 5 Innovation and continuous improvement
Ways and means to improve the efficiency and effectiveness of the business
• What is the one way that you could improve your own working efficiency?
• What is the one way that we can improve our team’s operations?
Baker, T. (2013). The End of the Performance Review: A New Approach to Appraising Employee Performance
Five More Developmental Conversations …
Coaching conversationMentoring conversation Delegating conversationVisioning conversationEncouraging conversation
Baker, T. & Warren, A. (2015). Conversations at Work: Promoting a Culture of Conversation in the Changing Workplace
Mod 1 – The Ingredients of Effective Feedback
Mod 2 – Enhancing Your Personal Influence
Mod 3 – Optimising Team Performance
Mod 4 – Getting the Very Best from People
Mod 5 – Understanding People and their Personalities
Mod 6 – Facilitating Effective Meetings
$176 per
person
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