1. ©Telephone Doctor, Inc, St. Louis, MO www.newmarketlearning.com Feedback: Fixing Performance Problems

2. ©Telephone Doctor, Inc, St. Louis, MO www.newmarketlearning.com Characters James – General Manager Karl – Production Manager Kine – Administrative Assistant Li – Printing Press Operator Judy - Accountant

3. ©Telephone Doctor, Inc, St. Louis, MO www.newmarketlearning.com The problem is poor print quality.

4. ©Telephone Doctor, Inc, St. Louis, MO www.newmarketlearning.com Learning Objectives You will be able to state the four key principles of giving effective negative feedback and will be able to write a short description of 250 words or less of what is meant by each one. You will be able to prepare a feedback session and demonstrate the principles and stages in a short role-play which will be observed by your peers. You will be able to state the five stages of giving effective negative feedback and will be able to explain how to conduct each one in a short written answer of 250 words or less.

5. ©Telephone Doctor, Inc, St. Louis, MO www.newmarketlearning.com How do you think Li will feel? Why do you think Karl did it this way? What do you think should be the purpose of negative feedback? Discuss…

6. ©Telephone Doctor, Inc, St. Louis, MO www.newmarketlearning.com Negative feedbackimproved performance “There’s no point in doing it otherwise.”

7. ©Telephone Doctor, Inc, St. Louis, MO www.newmarketlearning.com Criticism: The act of making an unfavorable or severe judgement or comment.

8. ©Telephone Doctor, Inc, St. Louis, MO www.newmarketlearning.com What personal criticisms did James make of Kine? How did James begin the session? What do they think the likely effect on Kine was? How does this compare with the effect that Karl’s approach had on Li? How did James continue the session? How did James end the session? Discuss…

9. ©Telephone Doctor, Inc, St. Louis, MO www.newmarketlearning.com Conclusion: There are four key principles involved in giving effective feedback: Be clear and precise about the feedback you wish to give. Focus on the facts, not the person. Seek agreement. Review progress.

10. ©Telephone Doctor, Inc, St. Louis, MO www.newmarketlearning.com Prepare…to improve performance Define a precise performance problem. Plan your opening phrases. Collect supporting facts.

11. ©Telephone Doctor, Inc, St. Louis, MO www.newmarketlearning.com I expect this person to process twenty widgets a day. He is processing fifteen. I expect this individual to make fewer than five accounting errors per week. She is making between ten and fifteen. I expect this individual to contribute sales in excess of $20,000 per month. He is actually achieving $15,000. I expect this person to work in a tidy and safe environment. I see a number of potential dangers and considerable mess.

12. ©Telephone Doctor, Inc, St. Louis, MO www.newmarketlearning.com This person really gets on my nerves. This person has a really sloppy attitude. This person is unenthusiastic. This person is uncooperative. This person is lazy. This person is incompetent.

13. ©Telephone Doctor, Inc, St. Louis, MO www.newmarketlearning.com Precise? Objective? Clear?

14. ©Telephone Doctor, Inc, St. Louis, MO www.newmarketlearning.com What I had expected to see was…. What I am actually seeing is….

15. ©Telephone Doctor, Inc, St. Louis, MO www.newmarketlearning.com Clarify Explain Discuss Agree Review

16. ©Telephone Doctor, Inc, St. Louis, MO www.newmarketlearning.com Four principles Be clear and precise Focus on facts not the person Seek agreement Review progress

17. ©Telephone Doctor, Inc, St. Louis, MO www.newmarketlearning.com Five stages Clarify Explain Discuss Agree Review

18. ©Telephone Doctor, Inc, St. Louis, MO www.newmarketlearning.com The purpose of negative feedback.. …..is to improve performance. (There is no point in doing it, otherwise.)

19. ©Telephone Doctor, Inc, St. Louis, MO www.newmarketlearning.com Feedback: Fixing Performance Problems