My presentation for LVIV PM Day 2015 about giving performance feedbacks

1. Performance feedback :
opportunities and hazards
Eugene Veselov, MBA
Global Delivery Manager @Trinetix

2. Lack of candid dialogue between boss and
subordinate — which not only prevents the
organization from improving, but also stymies
individual development.
Harvard Business Review

3. General rules
● All employees need feedback (superstarts as well)
● Presume an employee has reached the limits of his/her
performance.
● Be specific (no generalization or exaggerations)
● Communicate on regular basis. Give timely feedback
● Separate feedback from compensations and promotions

4. ABC Format
A is for accurate. Be accurate by reflecting an objective description of
what occurred.
B is for behavioral. State the problem in performance terms (what
was seen or heard).
C is for consistent. Be sure to include what was done, the impact, and
how it will be eliminated (negative) or repeated (positive) in the future.
Identify development areas, even if there are only a few.Check for
understanding. Focus on the future and ask about motivations and
goals.

5. Giving a positive feedback
● Do not mix positive and negative feedback
● Do not use positive feedback to manipulate
● Do not praise the wrong things - intelligence, talent, and abilities
instead of efforts
● Regularly express appreciation !

6. Giving a negative feedback
Create safety. Your feedback usually won't be productive if it's focused on making the other person
feel bad(!)
Be positive. Positive feedback stimulates the reward centers in the brain, leaving the recipient open
to taking new direction

7. Giving a negative feedback
Be specific. People generally respond better to specific, positive direction.
Be immediate. The adult brain learns best by being caught in action.
Bottom line - give the objective, specific, forward-moving type of feedback

8. Eugene Veselov, MBA
https://ua.linkedin.com/in/eugeneveselov
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