1. Effective Feedback

2. Feedback A way of helping another to consider changing behavior
Form of communication with others which gives information about how their behavior affects others

3. Feedback Feedback can be Verbal or Nonverbal Positive or Negative
Destructive or Constructive

4. Communication
Personal communication is the most important tools and skills for managers and supervisors to have
Is an ongoing process
Ultimate goal is to improve relationship & situation
Consider your purpose in entering communication transaction & long-term consequences

5. Communication Process
Key Elements
Message
Speaker Listener
Respond Hear
Analyze/evaluate Interpret

6. Advantages
To confirm that the message you sent was the same that received
If not the same, make correction and try again
To find out how someone perceive your work
To tell someone how you receive his work and the effect on you
To tell someone to do something different or change a behavior

7. The Message sent isn’t always that received
Don’t blame the others and waste time
Focus your attention in clarifying your message
Message pass unintentionally through speaker’s filters of thoughts and must pass through listener’s filter
To make sure that message go through right pass way, ask for feedback

8. You are Constantly Communicating
You are constantly communicating, verbally or nonverbally
70% of communication is nonverbally
If verbal isn’t consistent with nonverbal messages, the nonverbal is more likely to be taken seriously
The key to making this principle works is to put negative reactions into words to express them in a responsible way

9. Principle of Communication
Every message has content & process
Content is the “way you say” part
The process is “what you say it”
Content is nonverbal & process is verbal
Content & Process must be consistent

10. Guidelines in Feedback
Plan ahead before enter into it:
What is the problem or situation
What is your desired outcome, goals, expectations
Effect when doing or not doing
Restraining forces

11. Guidelines in Feedback
Communicate expectations to employees to understands & visualize the desired outcome
Provide coaching to help them move
Provide feedback both negative and positive to help them know the situation

12. Attitudes regarding Feedback
People tends to work best when they see their work can help them achieve their own goals
I don’t manage jobs but people
I don’t manage people but individuals
I don’t turn my back in disagreement but I welcome them, difference generate new ideas and new ways of doing things
I want to hear what my subordinates think

13. Effective Person Effective person recognize:
Own perceptual limitations
Appreciate available resources through interaction with other minds and hearts
Difference in interpreting and seeing, add to knowledge
Life isn’t dichotomous , 3rd alternative present
You see different, help me see what you see

14. Feedback Guidelines
State the constructive purpose ( objective) of your feedback
Focus in the situation, issue or behavior (what) not the person (who)
Describe specifically what you have observed, avoid generalization, judgments, evaluations
(focus on what behavior you want)

15. Feedback Guidelines Focus on the behavior the person can do
Focus on what was done not why
Define impact of the behavior on you, work unit, team, ..
Describe your reactions and feeling , using “I” message, avoid “you” statements

16. Feedback Guidelines
Give it in calm, unemotional words, tone and body language
Summarize conversation and express support

17. Feedback Guidelines
Give the person opportunity to respond, listen to point of view
Consider the need of the receiver as your own need to give feedback
Don’t overload the person
Offer specific suggestions avoid giving advice
Choose appropriate time and place
It well be effective when solicited & mutual

18. Feedback Exercise
Remember feedback situation you have dealt with before but you weren’t satisfied with the outcome.
Describe the situation
What mistakes you made?what you like have done differently?
Using guidelines, rewrite the way you could handle the situation

19. Feedback Practice What is your constructive purpose?
What specific action do you want? And how to do it?
What are your reactions?
How would you describe the situation if it were fixed?
What suggestions must be helpful?
What are the constrains that need to overcome?
How well you overcome these constrains?

20. Receiving Feedback Establish receptive atmosphere
State that you want feedback about
Listen to what others are saying and also what not saying
Ask clarifying questions
Verify what you have heard
Maintain an objective attitude about feedback, don’t argue or get defensive
Don’t overreact