1

Leadership Training:

Feedback that Works

2

What is Feedback and Why Give it?

Feedback can help people identify what they are doing well and encourage good behaviors. It can also help them correct problems and/or develop new abilities.

Feedback should enable the receiver to walk away understanding exactly what they did (right or wrong)

and what impact it had on the organization.

Most people want to do a good job. Providing regular feedback is a way to encourage positive behavior and

to open lines of communication.

3

Feedback that WorksCommon mistakes when delivering feedback

1. The feedback is too vague

2. The feedback speaks for others

3. Negative feedback gets sandwiched between positive messages

4. The feedback is exaggerated with generalities

5. The feedback psychoanalyzes the motives behind the behavior

6. The feedback goes on too long

7. The feedback contains an implied threat

8. The feedback uses inappropriate humor

9. The feedback is a question, not a statement

10. The feedback judges individuals, not actions

4

Feedback that WorksThe Model

5

Feedback that WorksKeys to successful delivery

Do

•Judge the behavior•Pay attention to body language•Use verbatim quotes•Re-create the behavior – if appropriate•Give feedback in a timely manner•Give your feedback, then stop talking•Say “I felt” or “I was” to frame your impact statement•Focus on a single message•Be sensitive to the emotional impact

Don’t

•Assume or be vague•Use accusations

•Judge the person•Pass along vague feedback

from others•Give advice unless asked

•Psychoanalyze•Qualify your feedback by

backing out of the description

•Use examples from your own experience

•Use “always” or “never”•Label your feedback as

positive or negative•Sandwich your feedback

6

Feedback that WorksKeys to delivery, continued…

Important Positioning:

•Create an openness in your approach by using phrases such as: “I’d like to share an observation with you, if you don’t mind?” This sets the scene for a conversation not a confrontation.

•Engender positivity around the notion of feedback. Exercise the use of positive feedback daily such as: “May I give you some feedback?” – say something positive, ask if they understand the behavior you are describing, stop talking and walk away. This positive approach can ease the fear many have when they hear the word feedback.

•Acknowledge your what you are feeling while giving feedback. A simple statement regarding your uneasiness or discomfort can minimize the perceived threat. Conversely, acknowledging your pride or happiness can maximize and validate the receiver’s perspective.

7

Feedback that WorksKeys to delivering feedback to adults

8

Feedback that WorksWhen to provide feedback:

9

Feedback that WorksBuild the feedback relationship

Create Trust

• When your people understand you are balanced in the WAY you GIVE feedback, they will trust your feedback as sincere and meaningful

• They will trust your descriptions of impact of their behavior on you and your TEAM and its implications to the organization

Leverage Strengths

• It is through their strengths that your people will be able to address their shortcomings

• By reinforcing their confidence, your people will be able to take the risk of looking at their weaknesses and be motivated to change

Balance Your Message

• A feedback ratio of 4:1 over time creates the most favorable climate and enhances your relationship

10

Feedback that WorksStructuring your feedback sessions

11

Feedback that WorksGoal Setting Essentials

12

Feedback that WorksSMART Checklist

SPECIFICDo I have1-3 goals/objectives?Are they clear? Concise? Do they detail the action/behavior that needs to occur?

MEASURABLEIs it quantitative or qualitative?Do I know when/how the goal will be achieved?

ATTAINABLEAre the goals possible to achieve? Does it require step goals?Are the goals realistic given current performance?

RELEVANTCan I motivate my agent to these goals?Are these goals timely?

TIMEBASEDDo I have a definitive start and end date?Have I given adequate time to achieve the goals?

13

Feedback that WorksHandling emotional responses to feedback

Feedback can cause an emotional response such as:

• Tears or emotional outbursts

• Anger or unexpected frustration

Common reasons for this type of response are:

• Feedback session is unexpected and the content shared is a surprise

• Individual is sensitive

Always follow this process when dealing with an emotional response:

14

Feedback that WorksHandling emotional responses to feedback

Do not take it personally.

Keep in mind the individual’s situation:

•New employees take awhile to learn new skills

•Behavior may have been previously addressed by others

Recognize that people process information differently

•Allow additional time to process

•Some people are more sensitive than others

Factor in health, personal and family problems

•Outside influences effecting behavior?

Draw on the individual’s problem solving abilities

•Some people are very self critical

•Create buy-in/agreement before ending the session

15

Feedback that Works Handling emotional responses to feedback

The Uninterested Individual

• Feedback may not have been given by previous managers• The individual may be bored with the work • The individual may feel that his contribution is insignificant or not valued

Steps:

1. Employ a long-term strategy

2. Your strategy needs to encourage on-going dialog

3. Encourage them to come up with solutions

4. You must gain their commitment

5. Agree to follow-up meetings

6. Remain persistent in following up

The challenge of dealing with uninterested people is not just about giving effective feedback-it is about turning them around so they become creative and involved employees again. With

patience, perseverance, and regular follow-up, you will encourage dialog and turn an uninterested individual around!

16

Feedback that Works Handling emotional responses to feedback

The Individual that just doesn’t agree

• The actions/behavior you observed• The impact of the behavior can be open to interpretation

Steps:

1. Ask for the individual to explain their view of the situation

2. Provide several examples to establish a trend

3. Determine the area(s) of disagreement

Explore the differences

Whatever the level of disagreements, you must resolve them before suggesting any actions. Be prepared to

change your mind, and to admit that you were wrong. Don't continue giving feedback until you have resolved your differences. It may damage your future credibility.

17

Thank you for your participation and I welcome your feedback.

www.linkedin.com/pub/joan-dembowski/b/14b/4b6/