FeedbackCoachingPerformance Evaluation Purpose To reinforce or change behavior To improve skillsTo evaluate past work ParticipantsAny two (or more) people Typically supervisor to direct report, but can be multidirectional Supervisor to direct report PlacePrivate and quiet space Depends on the skill to be learned Usually in the supervisor's office Tone Typically causal although can be more formal Somewhat formal, but potentially relaxed Very formal, often stressful Timing Impromtu as needed during formal sessions Regular meetings Scheduled every six months or once a year Follow-upContinual Based on action plan Whats the Difference?
Giving Feedback Capture the Situation When, Where Yesterday morning Yesterday morning Last Monday Last Monday On Friday On Friday
Giving Feedback Describe the Behavior - You were rude during the meeting. You were rude during the meeting. You seemed bored at the teams presentation. You seemed bored at the teams presentation. During the meeting you spoke at the same time others were speaking. During the meeting you spoke at the same time others were speaking. You yawned, rolled your eyes, and looked out the window. You yawned, rolled your eyes, and looked out the window. Dont forget the non-verbals! 93% of all communication
Giving Feedback Describe the Behavior Exercise: Put an check next to the phrases that describe behavior.
Giving Feedback Points of Delivery May I share an observation with you? May I share an observation with you? Acknowledge the uneasiness or discomfort you may feel, As Im telling you this, Im aware of how uncomfortable I
Giving Feedback Deliver 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 product deadlines were overblown, I felt belittled. When you did (behavior), I felt (impact) or When you said (behavior), I was (impact).