Giving and receiving feedback 2003

Giving and Receiving Feedback Team Tools 04/27/11 Mariam Mousa & Ismail Fayed

Purpose 04/27/11 To improve our coaching skills and that of our fellow team members

Model! 04/27/11

04/27/11

Key Principles 04/27/11
We all share in the responsibility of helping each other improve and succeed
We offer feedback because we care about the success of the team and its members
We all can improve-all we need is good coaching
We respect the perceptions of others

Responses to Feedback
Denying: Ignoring the need entirely and hoping that the situation will go away is suicidal.
Complaining: Recognizing the problem by griping about it to anyone who will listen is hurtful.
Fire Fighting: Quickly moving in and single-handedly trying to fix the situation is remedial.
Coaching: Helping those involved understand the need to improve and assisting them in making the improvement happen is productive.
04/27/11

Feedback 04/27/11 Feedback Giving (Coaching) Receiving

1- Coaching team members: 04/27/11 Whose responsibility to give coaching? It is the responsibility of all team members.. WHY?

It is the role of all team members 04/27/11
You may know more about your team members work
You know better than anyone the mistakes impact on all team members performance
You work the process everyday
Coaching fits the principles and values of team environment
Ability to foster continuous improvement

04/27/11 To help the person fix a problem or change negative behavior To help a person continue to improve. To recognize positive behavior or performance and encourage it to continue. As immediately as possible providing you have all the information you need and there are no hostile feelings. When the person asks for feedback or when you sense that the person will be open to your coaching. As immediately as possible, be sincere. In Private In Private In Public or Private Coaching opportunity Coaching to Correct (Not to Punish) Coaching to Develop Coaching to Reinforce Purpose Timing Place

Cases Scenarios.. 04/27/11

A task 04/27/11
In three minutes, work individually in developing a feedback about your:
Bad BOSS?
Good BOSS?

When coaching other, consider the following approaches: 04/27/11 Low High Punishment Positive reinforcement Punishment removal

“ Helpful feedback encourages the other person to recognize areas for improvement and motivates that person to make the improvements happen” 04/27/11

When feedback is hurtful? 04/27/11
The feedback attacks people and not issues or problems
The feedback is not related to the goals of the team
The feedback is not inaccurate or exaggerated
The feedback is given too late for the person to use it
The recipient views the feedback as manipulative
It is so sugar coated that it has no meaning
The recipient is the last to hear the feedback
The recipient is not allowed to discuss the feedback

Steps to giving feedback: 04/27/11 Describe observations and perceptions Listen to other person’s views Jointly agree on action to be taken Summarize and express appreciation State the purpose of the Feedback

Feedback should be a two way process: 04/27/11 Giving Receiving modeling

2- Receiving Feedback 04/27/11 Is it an easy task? Building on that feedback Readiness Willingness

Benefits of receiving feedback: 04/27/11
Team members give feedback because they care about your success and that of the team
It is the responsibility of your team members to give you feedback and it is your responsibility to decide how to use it
View feedback as informative and not the final word
Arguing over another’s feeling or perception is seldom productive

Steps to receiving feedback: 04/27/11 Ask clarifying questions Share your own views Jointly agree on ways to improve Express appreciation Listen to understand

Question !! 04/27/11 From your team members? What feedback are you: willing to give Ready to receive

Giving and receiving feedback 2003

by Edu Nile on Apr 27, 2011

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Giving and receiving feedback 2003 — Presentation Transcript