2. 60 minutes
Assertiveness At Work
1. For ease of conducting the session, we have disabled your cameras and microphones.
1. Please raise any questions you may have through the chat. Please change your chat
settings to “Everyone” or “All Participants and Panelists" instead of "Panelists only".
1. Please confirm if you can see the presentation and the presenter clearly.
1. This is a 40-min long session.
1. I will unmute the audio of participants volunteering for any activity.
6. Chat, Raise Hand and Q&A.
7. Polls
Ground rules
3. Agenda
• Who is a difficult subordinate?
• Giving Feedback to difficult
subordinates using the EEC Model
• Other essential tips of feedback.
Agenda
4. Poll: Who is the difficult subordinate?
Mahesh is a manager of ABC organization. He has two subordinates reporting to him,
Suraj and Rahul. Suraj and Mahesh don’t share good rapport because of some major
differences in their viewpoints towards work ethics and politics. However, despite the
differences in the viewpoints, Suraj follows every work guideline well. Additionally, Suraj
ensures to share timely feedback with Mahesh on his Managerial skills.
Rahul and Mahesh on the other hand, share a better rapport. However, Rahul often
misses out on critical deadlines, takes unplanned leaves, gives invalid reasons for errors
he makes, and sounds indifferent while interacting with his peers and senior colleagues.
Which out of the two subordinates do you think Mahesh will have a hard time managing?
5. A difficult subordinate is a worker who fails to conduct him/herself in a responsible and/or
professional manner in the workplace.
Characteristics:
• Pervasive negativism
• Abusive language
• Non-cooperation
• Takes deadlines as mere suggestions
• Becomes overly argumentative when mistakes are pointed out
• Undermines senior’s authority
Who is a Difficult Subordinate?
6. Part 3: Giving Constructive Feedback
Giving Feedback to Difficult Subordinates
7. Example - Describe the specific behaviour
Effect - Describe the effect it had (on the company,
team, client or any thing else)
Change – What change in attitude, behavior and/or
skill do you expect?
E
E
C
EEC Model of Giving Constructive Feedback
8. 1.Example: Describe the specific behaviour
or piece of work
1.Example: Describe the specific behavior
9. 2. Effect: Describe the Effect it had
Example: Salil, I have observed twice in the ongoing project, that you are not meeting the
timelines for the agreed deliverables. This is negatively impacting the delivery timelines of the
entire team. That puts the reputation of our team at risk, and more importantly upsets the
customer.
10. 3. Change: What change do you expect?
Example: Satish, in order to improve your understanding of the senior stakeholder’s
expectations, I would suggest you start preparing a list of open ended, close-ended &
leading questions, before the call. Also, make it a habit from here on, to make as detailed
notes as you can make during each call.
Does that work? What is your take on this?
Would you like any help from me on this?
11. Audio Role Play
Neeraj has been working in your team for the past 2 years. He is short
tempered, but is a good performer. However, off late you have realized
that due to excessive work load he is in a stressful mood. He has been
picking fights with his colleagues. Today you observed him yelling at a
colleague because this was the 3rd time this colleague was asking him
about a particular report. Give Neeraj feedback using the EEC model.
12. Other Essential Tips of Feedback
Difficult subordinates may have feedback for You!
• Check if it is genuine.
• Repeat and reflect by saying, “So you feel that I…”
• Thank the subordinate.
• Acknowledge truthful elements.
• Avoid counter feedback.
13. Summary
We covered:
1. Who is a difficult subordinate?
2. The EEC Model of feedback.
3. Other essential tips of feedback.
18. THANK YOU
“By creating a feedback culture within your
office, you ensure that people continue to
learn, grow, and challenge themselves.”
- Neil Blumenthal
