Feedback & Coaching skillsPurpose:• Maximise alignment between a person’s work and requirements• Conduct more productive work planning and development conversations• Promote intrinsic motivation
Different types of feedback• Relational feedback That’s great! I’m really pleased with your work!(General positive comments, personal)• Observational feedback I noticed that you are taking notes and providing a useful summary at the end of the meeting for the group.(Specific concrete actions, no judgement)
Different types of feedbackFeedback which draws attention toa skillwithout making an overt judgement,without reporting on our feelings,turns out to most prompt intrinsicmotivation.
MotivationIntrinsic motivation – something isdone because it is inherentlyinteresting or enjoyableExtrinsic motivation – something isdone because it leads to someparticular outcome
Observing what annoys you more than what pleases you… The positivity/negativity ratio (P/N) positive feedback : negative feedback. Typical high performance teams: P/N ratio of 5.6Ie members of these teams offer nearly 6 times asmany observations of things done well, againstthings that might be done differently
Positive reinforcement feedback• State precisely the goal, work expectation, standard, or desired behaviour.• Describe the observed behaviours / actions that relate to the expectation.• Explain why the behaviours / actions are important and how they impact.• Ask that the behaviours continue.• Thank them for their contribution.
Redirective feedback• State precisely the goal, performance expectation, standard, or desired behaviour.• Describe the observed behaviours / actions that relate to the expectation.• Explain why the demonstrated behaviours are not effective and how this affects group goals.• Ask the employee for their views on the issue. They may have facts that you do not.• Ask what actions the employee will take to meet the expectation.
Symptoms of conflictJudging …who you areCharacterising …what you doAttributing …motives to explain why you do itDictating …solutions to perceivedproblems
Fundamental attribution errorIn explaining why peoplebehave the way they do,we tend to place: too much emphasis on aperson’s disposition; too little emphasis on theirsituation.
Sources of difficulty at work WANT TO ABLE TO (Motivation) (Capacity) Positive Skills, strengths & negative & weaknessesSelf emotion I do/don’t I do/don’t have the want to do the skill(s) to do job the job
Sources of difficulty at work WANT TO ABLE TO (Motivation) (Capacity) Praise & Help & pressure hurdlesOther Others say Others do things that things that support/ help/ undermine me hinder me
Sources of difficulty at work WANT TO ABLE TO (Motivation) (Capacity) Bridges & Carrots & sticks BarriersThings Systems of Procedures & reward equipment encourage/ make my job discourage me easier/harder