Cookie Monster Gets Evaluated! - Toastmasters 2014
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The document summarizes a presentation about providing effective feedback. It discusses what feedback is, its importance, and techniques for delivering it effectively. It then provides an example of facilitating feedback for "Mr. Cookie Monster", who disrupts sales meetings by demanding cookies during presentations. The facilitator addresses the issue respectfully and supportively. Mr. Cookie Monster acknowledges the disruption and agrees to improve, and the facilitator offers advice to help prevent future issues.
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Cookie Monster Gets Evaluated! - Toastmasters 2014
- 1. Cookie Monster Gets Evaluated!Angela La Gamba Toastmasters • April 2014 @AngelaLaGamba
- 2. Today’s Agenda • What is Feedback? • Importance of Feedback • Effective Feedback Techniques • Live Feedback Session with Mr. Cookie Monster
- 3. What is Feedback? • Information on how we are doing in our efforts to reach a goal • Ensure the listener has tools to remain on track with encouragement & recognition • Motivate others to improve
- 4. Importance of Feedback • Cheap & powerful management tool, yet underused • Motivating and energizing • Strong links to employee satisfaction & productivity
- 5. Effective Feedback Techniques • Rule of 3 x 3 • Focus on performance, not personality • Don’t use extreme words • It’s not at all about you • Use the word “AND”, not “BUT”
- 6. Effective Feedback Techniques • Don’t sound like a why-ny child • Use questions to give you leverage • Be supportive • Leaders are always in training
- 7. Effective Feedback Techniques • Remember to build rapport
- 8. Live Feedback Session Meet Mr. Cookie Monster Cookie Sales Manager Issue: Has disrupted last few sales meetings to demand cookies during management presentations
- 9. Facilitator Feedback for Mr. Cookie Monster “I wanted to talk to you about the weekly sales meeting yesterday. I noticed on a few occasions that you have disrupted myself and other cookie sales managers during meetings. This seems to be a recurring issue. Is there something going on that you need our support with?”
- 10. Mr. Cookie Monster Responds “I just want cookies all the time. Sooo hungry!! But will try not to disrupt meeting in future. Sorry about that.”
- 11. Facilitator Responds to Mr. Cookie Monster “Mr. Monster, I sometimes get hungry during meetings as well. I usually eat a ‘monster cookie-bar’ before the weekly meetings. I’m glad we talked. I think we understand each other better. If you want to talk about this more, feel free to come straight to me.”
- 13. THANK
Editor's Notes
- Book: Speeches by Management Project #2: Appraise with Praise Objectives: *Give a speech demonstrating the importance of how you personally use feedback techniques in your daily life *Use constructive evaluation to help someone improve their performance *Offer support to empower them to change Time: 5 to 7 minutes
- Techniques for Effective Feedback – 1 Rule of 3 x 3Bert Decker is his book, You've Got To Be Believed to be Heard, talks about his 3 x 3 Rule when giving feedback. His method forces the manager to give balanced feedback by focusing on three strengths and three areas of development when analyzing performance and behavior. Capping it to three keeps the information succinct and easily remembered. Decker says, "Receiving three bits of feedback at a time allows people to make course corrections, like a guided missile, as they keep moving onward and upward." The goal is not to flatten someone's ego but rather to give them encouragement and to challenge them to improve. Don’t say: “There was far too much information presented in the slide presentation and I’d like to see you limit it to 12 slides.” Say: “Your presentation was extremely thorough and the graphics well done. However, to keep the attention of your audience, I would like to see you condense this information to 12 slides so people can easily remember what has been presented. I know I can always count on you.” Focus on Performance, Not PersonalityThe most effective way to discuss areas requiring improvement is to focus on observable actions, not attitudes. By limiting your criticism to what you see with your own two eyes, you’ll be more likely to refrain from judgments that can trigger a defensive reaction. Don’t say: "You seem to be making a number of personal calls lately, and this has become very disruptive." Say: "I have heard you making a number of personal telephone calls lately. Is there something going on that you need our support?" Don’t use Extreme WordsAlways, never, and worst. These are dangerous words that you want to avoid like Dengue Fever. If you let slip any of these words, you are overstating your case and not focusing on actual performance. Don’t say: “I am at a loss as to why you are always undermining my credibility.” Say: “I want to talk to you about the meeting yesterday. I noticed on three different occasions you challenged my authority in front of my staff. To me, it felt like you were undermining my credibility. You know I respect your input. In order for us to be on the same page in front of our team, it would be helpful if you came to me privately about these sensitive issues.” It’s Not at All About YouNew managers who are not accustomed to providing feedback will often sound accusatory when they are trying to assert their authority. You’re on shaky ground if you find yourself using the word "you" followed by a negative comment. Don’t say: "You didn't meet the deadline we agreed to." With this language, tensions will be inflamed and the result will be a resentful employee. Say: "We agreed to a Friday deadline. Can you tell me what problems you encountered?" This moves the employee into analyzing the situation rather than becoming defensive.
- Techniques for Effective Feedback – 2 Don’t Sound like a Why-ny ChildIn giving feedback the use of the words such as Who, What, and Where are perfectly acceptable. However, avoid using the word Why. Why sounds accusatory and puts the listener on the defensive. We need to be careful about the words we use – as they either build trust or destroy it. And, as you know, trust is one of the most important motivators in the workplace. Don’t say: “Why is this only coming to my attention now? Why have you not kept us informed?” Say: "It is important that you keep us informed of your progress so we can give you the support you need to resolve these types of issues." Use Questions to Give You LeverageIt is often helpful to let employees discover for themselves what could be improved. This tactic works especially well with high-ego performers who automatically resist any input they think is negative. Many new managers make the mistake of talking so much that employees feel like they are being scolded as a preschooler. It’s more beneficial to ask questions to flush out the situation. Prod the employee, in a non-threatening way, into evaluating his or her own performance in an area where you have concern. Stay totally involved in the process by allowing the employee to make recommendations for their own improvement. Learning how to listen attentively and effectively question are valuable tools that are be taught within the coaching process and all clients are encouraged to practice over time. These skills define good leadership. They help you get a broader perspective on a given situation and avoid any number of common mistakes. Don’t say: “Leave it with me. I’ll review it and get back to you on what needs to happen next.” Say: “Tell me what has raised this issue now? What options need to be considered?” Be SupportiveThere is a fine line between advice and support. Advice involves telling someone how to solve a problem. Support on the other hand, makes the other person feel valued. Support is well intentioned and shows a willingness to share observations and seek information to help the employee to succeed. It does not assert superiority or position. Like a friendly but curious detective, you want to investigate behavior rather than take a position that assigns right/wrong labels to a person. Don’t say: “This issue always seems to come up at this time of year. Last year Cindy took charge and I suggest you go talk to her and come back to me with what needs to happen.” Say: “This seems to be a recurring issue. Rather than me make some suggestions, I suggest you go back to your team and give them the opportunity to look at some options we can implement quickly. Will Friday morning be enough time?” Leaders are Always in TrainingOf course, providing effective feedback is only one part of being an effective leader. Just like a professional athletes in year-round training, you need to continuously hone and improve your leadership skills to stay ahead of the pack.