Exhibit : Guides for Giving and Receiving Feedback Criteria for Giving Feedback 1.Make sure your comments are intended to help recipient. 2.Describe what the person is doing and the effect the person is having. 3.Be specific, not general (use clear and recent examples; avoid exaggerations). 4.Include only things the receiver can do something about. 5.Don’t overwhelm the person with more than can be handled.
Feedback “I” statements 1. Describe the behavior 2. State the effects of the behavior 3. Tell your feelings about the behavior e.g.You have been late to the last three meetings. I am angry because we have to wait for you to arrive before we can make any important decisions and it makes me late for my next meeting.
Scenarios for resolution 1. Your roommate doesn’t bath often enough, and it bothers you 2. Your co-worker regularly calls you personal and affectionate nicknames (e.g. toots), and it bothers you. 3. Your boss sometimes uses profanity, and it bothers you 4. Your children argue too often when they are together, and it bothers you.
Descriptive Communication: Feedback STEP 1 –Describe as objectively as possible the event, behavior, or circumstance. Do not discuss personal characteristics. –Avoid accusations. STEP 2 –Describe your own reactions to or feelings about the event, behavior or circumstance. –Describe the objective consequences that have or will likely result. –Focus on the behavior and on your own reaction, not on the other individual or their personal attributes. STEP 3 –Suggest a more acceptable alternative. –Be prepared to discuss additional alternatives. –Focus on the alternative solutions, not on who is right or wrong.
Can you identify problems? 1. You simply can’t keep making these stupid mistakes 2. You never have anything to offer when I ask for suggestions 3. People think you are a good leader
Counseling vs Coaching Coaching is passing along advice or setting standards –Involves active listening and feedback –Dealing with skill or performance problems Counseling is supportive –Involves active listening –Dealing with personality or emotional issues –Do not try to “fix” the problem but allow the person to find their own solution
Performance Appraisal as a Means of Providing Constructive Feedback The Value of Feedback in a Performance Appraisal –Knowledge, reinforcement, goal setting
Performance Appraisal as a Means of Providing Constructive Feedback (Continued) The Performance Appraisal Feedback Interview Process –Preparation Schedule the Appraisal Interview in Advance and Be Prepared –Opening Put the Employee at Ease Be Sure That the Employee Understands the Purpose of the Appraisal Interview
The Performance Appraisal Feedback Interview Process (Continued) Performance Appraisal as a Means of Providing Constructive Feedback (continued) –Questioning and Discussion Keep It Goal-oriented Obtain Employee Participation Encourage the Employee to Engage in Self- evaluation Minimize Threats by Discussing Performance but Not the Person Focus on a Few Specific Behaviors
Don’t Exaggerate Give Positive As Well As Negative Feedback and Always Start with the Positive Tailor the Feedback to Fit the Person Performance Appraisal as a Means of Providing Constructive Feedback (continued) The Performance Appraisal Feedback Interview Process (Continued) Questioning and Discussion (Continued)
Performance Appraisal as a Means of Providing Constructive Feedback (continued) Conclusion –Ensure Understanding –Detail a Future Plan of Action Goal setting approach - specific actions by target dates –Summarize before closing
Planning and Preparing Analyze your audience Organize the presentation –The main idea or “the big idea” –Introduction Present your agenda Write out completely (first sentence or two at least) Start with something interesting –Main message Audience involvement –Conclusion Repeat the main ideas Practice 4-5 times
Delivering a Successful Presentation Dress appropriately Check your location and equipment Create eye contact Use proxemics (physical space) –Podium?