tools for effective feedback

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Tools for Effective Feedback: Creating a Culture for Performance Improvement

Tools for Effective Feedback: Creating a Culture for Performance Improvement

Dr. Tim Bakertim@winnersatwork.com.auwww.winnesatwork.com.au

Roughly by a three to one margin, employees believe that constructive feedback does more to improve their performance than positive feedback The secret to having employees listen to your feedback is whether or not they respect you.

Respect is earned, incredibly hard to get, and requires authenticity.You could have the exact same thing said by two different people with two completely different effects.

Managing ExpectationsWhat are my expectations as the leader?Have I communicated these expectations to my team?Do my team understand my expectations?Do my team members accept my expectations?Are my team members omitted to meeting those expectations? Do my team members know how they are performing against those expectations?Am I supporting my team members to achieve those expectations?

Timing

Specific

Make your feedback specific

Overall good job on the presentation at this mornings meeting. But it could have been better.

This is so vague. What was wrong with it. Plus, just because you didnt like it, does it necessarily mean it is bad? How could it have been better? Great job on the presentation! I really like how you used statistics to back up your key points.

One small comment: Maybe for next time would be to invite more comments from the group to get them more involved.

Frequency

Questions

Privacy

Critical Incidents

Focus on the future

Guidelines for Conversations on Poor Performance

Avoid confrontation & argumentFocus on performance Focus on the future Emphasis strengths as well as weaknesses Seek out the causes

The five conversations framework

DateTopicContentKey QuestionsMonth 1Climate reviewJob satisfaction, morale and communicationHow would you rate your current job satisfaction?How would you rate morale?How would you rate communication?Month 2Strengths and talentsEfficiently deploying strengths and talentsWhat are your strengths and talents?How can these strengths and talents be used in your current and future roles in the organisation?Month 3Opportunities for growthImproving performance and standardsWhere are opportunities for improved performance?How can I assist you to improve your performance?Month 4Learning and developmentSupport and growthWhat skills would you like to learn?What learning opportunities would you like to undertake?Month 5Innovation and continuous improvementWays and means to improve the efficiency and effectiveness of the businessWhat is the one way that you could improve your own working efficiency?What is the one way that we can improve our teams operations?

Baker, T. (2013). The End of the Performance Review: A New Approach to Appraising Employee Performance

So those are the main barriers to communication. So how do we encourage more productive conversations and meaningful dialogue? You need a framework in place that promotes these conversations. I want to share with you two frameworks. Both of these frameworks can, and should be, recorded for reference.The first of this frameworks that we discuss in Conversations at Work is The Five Conversations Framework. Briefly describe the framework and the fact that some organisations are using this as a substitute for the traditional performance review. 17

Five More Developmental Conversations Coaching conversationMentoring conversation Delegating conversationVisioning conversationEncouraging conversation

Baker, T. & Warren, A. (2015). Conversations at Work: Promoting a Culture of Conversation in the Changing Workplace

Which of these conversations do you need to do more of?Coaching conversationCoaching conversations can take place informally, spontaneously, and briefly. We might call it corridor coaching.Mentoring conversationWhile coaching and mentoring are clearly related, and the descriptions sometimes used interchangeably, there is a difference in dialogue. Where the coaching conversation is solution-focused, and driven by the needs and goals of the person being coached, the mentoring conversation is often more general and tends to directly tap the experience and expertise of the mentor. Delegation conversationThe delegation conversation is not about dumping work or responsibility on someone else, nor is it about abrogating our own responsibilities. Its about incrementally increasing others responsibilities as a part of their continuous development. Visioning conversationVisioning can sound like a fluffy concept, but its actually a quite everyday need we have in our work and in our lives. We all crave a sense of purpose and meaning in what we do. Simon Sinek reminds us in his book, Start with the why, that it doesnt what you do, it matters why you do it. We need to explain the why. Encouraging conversationOpportunities to engage in encouraging conversations are perhaps amongst the easiest and certainly amongst the most enjoyable. A key to bringing out the best in others is to express appreciation, acknowledge contribution, and celebrate achievements.18

Mod 1 The Ingredients of Effective Feedback

Mod 2 Enhancing Your Personal Influence

Mod 3 Optimising Team Performance

Mod 4 Getting the Very Best from People

Mod 5 Understanding People and their Personalities

Mod 6 Facilitating Effective Meetings

$176 per persontim@winnersatwork.com.au

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Dr Tim Bakertim@winnersatwork.com.auwww.winnersatwork.com.au

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