1. GIVING FEEDBACK - TOOLKIT Performance Management 1

2. Feedback Framework © Feedback is essential to a learning and performance culture Clear, specific, real-time works best Provide both positive and constructive Framework assists in preparing to deliver feedback effectively 2 ExpectationsObservations AssessmentsOutcomes

3. Checklist for effective feedback delivery 1. Anticipate potential emotions and difficulties 2. Initiate a two-way conversation to deliver and receive feedback 3. Evaluate outcomes and identify solutions moving forward Am I ready to provide feedback, and have I acknowledged the emotions involved? Am I in act versus react mode? Is this the right time to provide feedback? Can I provide balanced feedback that is specific and behavioral? How can I describe the impact a specific behavior had on me and others? How can I keep the conversation focused on one to two areas for further improvement? Have I allowed the person an opportunity to present their side of the situation? Do I understand what is being said and the other side of the story? Do I need more information before identifying a solution? Have I identified the payoff and positive outcome of the desired change in performance and behaviors? Should I take action or not on this feedback? What would happen if I and/or my team member acted upon this feedback?

4. Opportunities to Deliver Feedback Start of a Project Start of a Project Ad Hoc Discussions Ad Hoc Discussions After Project Review After Project Review Objective Planning Objective Planning Mid Year Review Mid Year Review End of Year Review End of Year Review One-on-One Meetings One-on-One Meetings Staff Meetings Staff Meetings One Minute Manager One Minute Manager

5. Importance & Timing Here are four key aspects of effective feedback. 5 Phil Race on University of Southampton website: http://blog.soton.ac.uk/gmoof/files/2013/05/Good-feedback-Stick-Men2.jpghttp://blog.soton.ac.uk/gmoof/files/2013/05/Good-feedback-Stick-Men2.jpg

6. Tips for Giving Feedback Think of feedback as an opportunity for mutual understanding Provide nonjudgmental information rather than positive or negative feedback. Judgments about an associate are likely to elicit defensiveness Provide a balanced message to create an opportunity for discussion Discuss feedback regularly so that it becomes a process, not an event Engage in a dialogue and avoid the tendency to lecture Allow periods of silence so people can absorb what you say and respond Let go of the need to convince the other person you are right Dont dilute your message with unnecessary qualifiers like maybe perhaps and a little Avoid overwhelming people with too much feedback at one time. Focus on relevant and significant observations instead of covering every detail