Performance Achievement a quick reference guide to GIVING AND RECEIVING FEEDBACK 2

Basic rules of feedback Feedback is an opportunity to recognise performance and reinforce good behaviours. Feedback can change a behaviour that is considered to be negative. Giving feedback is based on fact and not a subjective judgement. FEEDBACK IS SHOWN TO IMPROVE BR REINFORCING BEHAVIOURS AND HIGHLIGHIGHING BEHAVIOURS THAT ARE CONSIDEREDF TO BE NEGATIVE AND HOW THESE AFFECT OUR COMMUNICATION AND WORKING RELATIOHSHIPS. OVERALL FEEDBACK HAS AN IMPACT ON OUR JOB SATISFACTION AND TEAMOWRKING. Feedback is intended to - improve performance, strengthens positive behaviour and changes negative behaviour. help people appreciate how their actions affect others. improve communication and strengthens working relationships. increase job satisfaction and teamwork.

Getting feedback right! Be proactive Be specific Link performance to team responsibilities Develop progress plan WHEN FEEDVACK IS USED TO RECOGNISE ACHIEMENT IT HAS A POWERFUL MOTIVATING FACTOR AND IT MUST BE AN ONGOING ACTIVITY SO BE PROACTIVE, BE SPECIFIC, LINK PERFORMANCE TO THE TEAMS RESPONSBILITIES AND DEVELOOP A PROGRESS PLAN Where feedback is used to recognise achievement, this can act as a powerful motivating factor. Giving feedback is based on fact and not subjective judgement. As individuals we like to know how we are performing. Feedback provides a way for people to learn how they affect people around them and it helps them to operate more effectively within teams. To be effective, feedback must be an ongoing activity.

Reinforcing Feedback DESCRIPTION EFFECT APPRECIATION INTENTION WHEN GIVING REINFORMCING FEEDBAKC IT IS TO ACKNOWLEDGE BEHAVIOURS THAT YOU WANT TO SEE CONTINUE . REMEMBER TO DESCRIBE THE ACTIONS OR COMMUNICATIONS THAT YOU ARE REINFORCING AND HOW IT HAS A POSITIVE EFFECT AND YOU APPRECIATE HOW IT IMPACTS ON THE WORKPLACE AND TEAM ‘Reinforcing Feedback’ informs staff what they are doing right Intention – be clear acknowledging behaviour you want to see continue Description – specifically describe the action or communication your are reinforcing Effect of behaviour – tell how their behaviour contributes positively to the workplace Appreciation – tell them you appreciate their behaviour and its positive impact.

‘BIG PICTURE’ QUESTION Redirecting feedback INTENTION DESCRIPTION EFFECT ‘BIG PICTURE’ QUESTION EXPECTATION REPEAT ‘BIG QUESTION’ APPRECIATION REDIRECTING FEEDBACK Redirecting feedback highlights a gap between expected performance and actual performance and is a seven step process: 1. Intention – be clear in purposefully redirecting the behaviour you want to see changed Description – specifically describe the actions or communication you are redirecting Effect of behaviour – tell them how their behaviour negatively affects the workplace Ask the ‘big picture’ question – was there something that prevented you from / caused you to …. ? Expectation – tell them what you want to see / hear them do in the future. Ask the second ‘big picture’ question – is there anything that is going to get in your way of being able to make this happen? Appreciation- tell them you appreciated their listening to you and you look forward to seeing the new behaviour and its positive impact.

What makes feedback valuable? When it is provided – By someone with leadership responsibilities As an assessment against pre-established criteria Objectively, including both positive areas and areas for improvement To measure progress and providing an overview of a specific time period. To identify possible development or training needs In a timely manner

Giving Feedback ASK, don’t tell DESCRIBE, don’t judge BEHAVIOUR, not personality Be CONSTRUCTIVE Be RESPECTFUL ASK NO ONE LIKES TO BE TOLD ASK, DON’T TELL DESCRIBE, DON’T JUDGE FOCUS ON BEHAVIOUR, NOT ON THE PERSONALITY BE CONSTRUCTIVE BE RESPECTFUL Feedback is most effective when it is timely Adopting an open and ongoing approach to discussing goals and performance is more likely to result in staff raising issues themselves.

Receiving Feedback BE OPEN, NOT DEFENSIVE LISTEN CAREFULLY RECEIVE GOOD FEEDBACK AS A GIFT SEEK SUGGESTIONS FOR DOING THINGS DIFFERENTLY CLARIFY YOUR UNDERSTANDING LISTEN CAREFULLY BE OPEN, NOT DEFENSIVE BE OPEN, not defensive LISTEN CAREFULLY CLARIFY YOUR UNDERSTANDING SEEK SUGGESTIONS FOR DOING THINGS DIFFERENTLY RECEIVE GOOD FEEDBACK AS A GIFT Clarify your understanding by seeking examples of the behaviour at issue and by summarising your understanding of what is being said and check for any misunderstandings. View feedback as a chance to find out how to improve your performance

Performance Achievement a quick reference guide to GIVING AND RECEIVING FEEDBACK 10