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

3. 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.

4. 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.

5. 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.

6. ‘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.

7. 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

8. 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.

9. 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

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