Correcting without being critical
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This document discusses effective strategies for providing constructive criticism to others. It argues that criticism should be focused on specific actions or behaviors rather than personal attacks. It also recommends delivering criticism privately, praising good performance, providing guidance on how to improve, using an asking rather than demanding tone, and ending on a positive note to build team spirit and cooperation. The goal of criticism, according to the document, should be to achieve useful outcomes rather than engage people's egos.
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Correcting without being critical
Criticism should be constructive and avoid damaging a person's ego. Praise and compliments help create a friendly atmosphere before offering criticism. Criticize specific actions, not the person. Explain how to correct mistakes to avoid future issues. Ask for cooperation rather than demanding it to maintain team spirit. End criticism on a positive note with encouragement.
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Correcting without being critical
Criticism should be constructive and avoid damaging a person's ego. Praise and compliments help create a friendly atmosphere before offering criticism. Criticize specific actions, not the person. Explain how to correct mistakes to avoid future issues. Ask for cooperation rather than demanding it to maintain team spirit. End criticism on a positive note with encouragement.
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The main characters are represented as being in an equal and loving relationship. However, the woman is shown to be more assertive when she insists on seeing the doctor alone. The setting takes place in realistic locations of a taxi and outside a hospital, representing the problematic nature of the situation. The genre is an issue-based drama, as scenes of relationship troubles and the woman's death create dramatic tensions. Editing techniques like cross-cutting and slow motion were used to heighten the tension between the characters and the devastating scene of the woman's accident.
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The document provides details on the planned shots and sequencing for two advertisements. The first advert shows two girls getting ready and going out to a club, where they drink excessively. Shots become less steady to portray their intoxicated state. One girl becomes sick outside the club while the other tries to get her to leave.
The second advert continues where the first left off, with a close up of the sick girl outside the club. A man approaches and talks to her, but she refuses to go with him. His aggression increases as they walk to his car. A shaky close up shows him pushing the girl into his car as it drives away, and she looks worried from the backseat. Both adverts end with
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Discover the 8 most common mistakesleaders and managers make.docx
Discover the 8 most common mistakes
leaders and managers make when
giving employee performance feedback
— and how to avoid them!
TTransforming
Employee Performance
through Effective Feedback
By Timothy I. Thomas
Published by
Makarios Consulting, LLC
2837 Westerham Road
Downingtown, PA 19335
www.MakariosConsulting.com
Copyright © 2010, Timothy I. Thomas. All rights reserved. No
part of this report may be reprinted, reproduced, or distributed
in electronic, print, web, or other format without express
written permission of the author.
All characters appearing in this work are fictitious. Any
resemblance to real persons, living or dead, is purely
coincidental.
TRANSFORMING EMPLOYEE PERFORMANCE THROUGH EFFECTIVE FEEDBACK PAGE 1
© 2010, Timothy I. Thomas. All rights reserved. www.MakariosConsulting.com
Transforming Employee Performance
through Effective Feedback
Introduction
Employee performance feedback. It’s supposed
to be the foundation for performance, initiative,
motivation, growth, and success. But for too
many leaders, those three words have resulted
in anything but positive change. In some cases,
it has even seemed to backfire – producing
decreased performance, damaged relationships,
and lowered morale.
What happened? How could giving feedback to
employees about their performance make
matters worse?
The diagnosis is relatively simple: the concept
of employee performance feedback is not at
fault. The problem is that leaders, managers,
and executives are actually sabotaging their
efforts by making one or more of these eight
common mistakes:
1. Feedback that is indirect.
The first mistake leaders often make is giving
feedback that is indirect. Consider this familiar
scenario:
Fred is well-known throughout the
department as an arrogant “Lone
Ranger.” His co-workers unpleasantly
joke that he would consider collaboration
to be a crime, and that he would have to
look up the word “teamwork” in the
dictionary to find its definition.
Jim is Fred’s boss. He is well aware that
Fred’s manner grates on his co-workers,
and that his “Lone Ranger” approach is
decreasing overall productivity. He calls
a general meeting and exhorts the entire
staff on the benefits of working together
and how they need to collaborate with
one another more effectively.
Jim has just given indirect feedback. Rather
than confronting Fred one-on-one about his
unacceptable manner and behavior – which
would be direct feedback – he has resorted to a
“shotgun approach,” hoping that one of the
pieces of shrapnel will hit its mark.
Why has Jim taken this course of action? There
are several assumptions that, consciously or
unconsciously, are driving Jim’s decision:
“Indirect feedback is easier.” Most
people do not like confrontation, and
direct feedback by its very nature involves
personal, one-on-one confrontation. It is
much easier to send a company-wide
memo or make a blanket statement at a
meeting.
“Indirect feedback is faster.” Consider
the.
Discover the 8 most common mistakesleaders and managers make.docx
Discover the 8 most common mistakes
leaders and managers make when
giving employee performance feedback
— and how to avoid them!
TTransforming
Employee Performance
through Effective Feedback
By Timothy I. Thomas
Published by
Makarios Consulting, LLC
2837 Westerham Road
Downingtown, PA 19335
www.MakariosConsulting.com
Copyright © 2010, Timothy I. Thomas. All rights reserved. No
part of this report may be reprinted, reproduced, or distributed
in electronic, print, web, or other format without express
written permission of the author.
All characters appearing in this work are fictitious. Any
resemblance to real persons, living or dead, is purely
coincidental.
TRANSFORMING EMPLOYEE PERFORMANCE THROUGH EFFECTIVE FEEDBACK PAGE 1
© 2010, Timothy I. Thomas. All rights reserved. www.MakariosConsulting.com
Transforming Employee Performance
through Effective Feedback
Introduction
Employee performance feedback. It’s supposed
to be the foundation for performance, initiative,
motivation, growth, and success. But for too
many leaders, those three words have resulted
in anything but positive change. In some cases,
it has even seemed to backfire – producing
decreased performance, damaged relationships,
and lowered morale.
What happened? How could giving feedback to
employees about their performance make
matters worse?
The diagnosis is relatively simple: the concept
of employee performance feedback is not at
fault. The problem is that leaders, managers,
and executives are actually sabotaging their
efforts by making one or more of these eight
common mistakes:
1. Feedback that is indirect.
The first mistake leaders often make is giving
feedback that is indirect. Consider this familiar
scenario:
Fred is well-known throughout the
department as an arrogant “Lone
Ranger.” His co-workers unpleasantly
joke that he would consider collaboration
to be a crime, and that he would have to
look up the word “teamwork” in the
dictionary to find its definition.
Jim is Fred’s boss. He is well aware that
Fred’s manner grates on his co-workers,
and that his “Lone Ranger” approach is
decreasing overall productivity. He calls
a general meeting and exhorts the entire
staff on the benefits of working together
and how they need to collaborate with
one another more effectively.
Jim has just given indirect feedback. Rather
than confronting Fred one-on-one about his
unacceptable manner and behavior – which
would be direct feedback – he has resorted to a
“shotgun approach,” hoping that one of the
pieces of shrapnel will hit its mark.
Why has Jim taken this course of action? There
are several assumptions that, consciously or
unconsciously, are driving Jim’s decision:
“Indirect feedback is easier.” Most
people do not like confrontation, and
direct feedback by its very nature involves
personal, one-on-one confrontation. It is
much easier to send a company-wide
memo or make a blanket statement at a
meeting.
“Indirect feedback is faster.” Consider
the.
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Everybody complains about incompetent bosses or dysfunctional co-workers, but what about irritating direct reports? What should you do if the person you manage drives you crazy? If the behavior is a performance issue, there’s a straightforward way to address what’s irking you — but what do you do when it’s an interpersonal issue? Is it possible to be a fair boss to someone you’d avoid eating lunch with — or must you learn to like every member of your team?
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Focus on you
Still, the days can feel very long when you’re constantly dealing with someone you don’t like. It’s crucial to learn how to handle your frustration. Rather than thinking about how irritating the person is, focus on why you are reacting the way you are. “They didn’t create the button, they’re just pushing it,” says Dattner. He suggests asking yourself the following questions:
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· Am I afraid of being.
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occur natural.
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This document provides guidance on empathy, feedback, and effective communication. It defines empathy as understanding another's situation, feelings, and motives without necessarily sympathizing. Empathy expands understanding, creates trust, and helps reach mutually beneficial decisions. Effective feedback is direct, fact-based, listens to both sides, and requests specific changes. Communication works best when it describes behaviors, expresses feelings clearly, maintains congruent verbal and non-verbal cues, and focuses on listening without judgment.
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The document summarizes 7 reasons employees may be unhappy in their current company or position. It discusses issues such as favoritism, lack of communication about progress and goals, failure to solicit employee opinions, public criticism of employees, lack of encouragement, failure to address grievances, and not giving credit for employee suggestions. Addressing these types of issues can help improve employee satisfaction and retention.
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Discover the 8 most common mistakes
leaders and managers make when
giving employee performance feedback
— and how to avoid them!
TTransforming
Employee Performance
through Effective Feedback
By Timothy I. Thomas
Published by
Makarios Consulting, LLC
2837 Westerham Road
Downingtown, PA 19335
www.MakariosConsulting.com
Copyright © 2010, Timothy I. Thomas. All rights reserved. No
part of this report may be reprinted, reproduced, or distributed
in electronic, print, web, or other format without express
written permission of the author.
All characters appearing in this work are fictitious. Any
resemblance to real persons, living or dead, is purely
coincidental.
TRANSFORMING EMPLOYEE PERFORMANCE THROUGH EFFECTIVE FEEDBACK PAGE 1
© 2010, Timothy I. Thomas. All rights reserved. www.MakariosConsulting.com
Transforming Employee Performance
through Effective Feedback
Introduction
Employee performance feedback. It’s supposed
to be the foundation for performance, initiative,
motivation, growth, and success. But for too
many leaders, those three words have resulted
in anything but positive change. In some cases,
it has even seemed to backfire – producing
decreased performance, damaged relationships,
and lowered morale.
What happened? How could giving feedback to
employees about their performance make
matters worse?
The diagnosis is relatively simple: the concept
of employee performance feedback is not at
fault. The problem is that leaders, managers,
and executives are actually sabotaging their
efforts by making one or more of these eight
common mistakes:
1. Feedback that is indirect.
The first mistake leaders often make is giving
feedback that is indirect. Consider this familiar
scenario:
Fred is well-known throughout the
department as an arrogant “Lone
Ranger.” His co-workers unpleasantly
joke that he would consider collaboration
to be a crime, and that he would have to
look up the word “teamwork” in the
dictionary to find its definition.
Jim is Fred’s boss. He is well aware that
Fred’s manner grates on his co-workers,
and that his “Lone Ranger” approach is
decreasing overall productivity. He calls
a general meeting and exhorts the entire
staff on the benefits of working together
and how they need to collaborate with
one another more effectively.
Jim has just given indirect feedback. Rather
than confronting Fred one-on-one about his
unacceptable manner and behavior – which
would be direct feedback – he has resorted to a
“shotgun approach,” hoping that one of the
pieces of shrapnel will hit its mark.
Why has Jim taken this course of action? There
are several assumptions that, consciously or
unconsciously, are driving Jim’s decision:
“Indirect feedback is easier.” Most
people do not like confrontation, and
direct feedback by its very nature involves
personal, one-on-one confrontation. It is
much easier to send a company-wide
memo or make a blanket statement at a
meeting.
“Indirect feedback is faster.” Consider
the.
Discover the 8 most common mistakesleaders and managers make.docx
Discover the 8 most common mistakes
leaders and managers make when
giving employee performance feedback
— and how to avoid them!
TTransforming
Employee Performance
through Effective Feedback
By Timothy I. Thomas
Published by
Makarios Consulting, LLC
2837 Westerham Road
Downingtown, PA 19335
www.MakariosConsulting.com
Copyright © 2010, Timothy I. Thomas. All rights reserved. No
part of this report may be reprinted, reproduced, or distributed
in electronic, print, web, or other format without express
written permission of the author.
All characters appearing in this work are fictitious. Any
resemblance to real persons, living or dead, is purely
coincidental.
TRANSFORMING EMPLOYEE PERFORMANCE THROUGH EFFECTIVE FEEDBACK PAGE 1
© 2010, Timothy I. Thomas. All rights reserved. www.MakariosConsulting.com
Transforming Employee Performance
through Effective Feedback
Introduction
Employee performance feedback. It’s supposed
to be the foundation for performance, initiative,
motivation, growth, and success. But for too
many leaders, those three words have resulted
in anything but positive change. In some cases,
it has even seemed to backfire – producing
decreased performance, damaged relationships,
and lowered morale.
What happened? How could giving feedback to
employees about their performance make
matters worse?
The diagnosis is relatively simple: the concept
of employee performance feedback is not at
fault. The problem is that leaders, managers,
and executives are actually sabotaging their
efforts by making one or more of these eight
common mistakes:
1. Feedback that is indirect.
The first mistake leaders often make is giving
feedback that is indirect. Consider this familiar
scenario:
Fred is well-known throughout the
department as an arrogant “Lone
Ranger.” His co-workers unpleasantly
joke that he would consider collaboration
to be a crime, and that he would have to
look up the word “teamwork” in the
dictionary to find its definition.
Jim is Fred’s boss. He is well aware that
Fred’s manner grates on his co-workers,
and that his “Lone Ranger” approach is
decreasing overall productivity. He calls
a general meeting and exhorts the entire
staff on the benefits of working together
and how they need to collaborate with
one another more effectively.
Jim has just given indirect feedback. Rather
than confronting Fred one-on-one about his
unacceptable manner and behavior – which
would be direct feedback – he has resorted to a
“shotgun approach,” hoping that one of the
pieces of shrapnel will hit its mark.
Why has Jim taken this course of action? There
are several assumptions that, consciously or
unconsciously, are driving Jim’s decision:
“Indirect feedback is easier.” Most
people do not like confrontation, and
direct feedback by its very nature involves
personal, one-on-one confrontation. It is
much easier to send a company-wide
memo or make a blanket statement at a
meeting.
“Indirect feedback is faster.” Consider
the.
5 reasons elite mba applicants fail the failure essay
The document discusses 5 common reasons why MBA applicants fail the failure essay question.
1) Lacking a clear thesis statement. 2) Not describing a true failure and instead using minor examples. 3) Focusing on external measures of failure rather than personal guilt or shame. 4) Improperly balancing the description of the failure with lessons learned. 5) Having poor essay structure without clear introduction, body, and conclusion. The author urges applicants to be honest about a meaningful failure and lessons learned in order to stand out from other applicants.
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This document summarizes key lessons and insights from participating in experiments and tests about positivity, personality types, and selling techniques. The writer found the positivity test difficult but learned they need to let small annoyances slide. They were relieved to learn they are an ambivert, balanced between inspection and response. To improve at refereeing, the writer asked evaluators what they need to improve, and received feedback on positioning and timing of calls. The writer plans to focus on these areas to be promoted faster in their career.
Simple performance appraisal form
In this file, you can ref useful information about simple performance appraisal form such as simple performance appraisal form methods, simple performance appraisal form tips, simple performance appraisal form forms, simple performance appraisal form phrases … If you need more assistant for simple performance appraisal form, please leave your comment at the end of file.
Job Interview: ESL Discussion: How to approach personal questions 2
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ESL Speaking activity, practicing most popular job interview questions
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This document discusses effective interpersonal communication and conflict management skills. It emphasizes building cooperative relationships through honesty, mutual respect and understanding other perspectives. When offering criticism or responding to it, one should be constructive, avoid judgmental language, and focus on resolving issues rather than attacking others. Various approaches to handling conflicts are described, including avoiding, accommodating, competing, collaborating and compromising. The document stresses communicating respectfully by using "I" messages and listening with an open mind.
Why do planes crash? Lessons for junior and senior developers
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2. A key lesson is that respect is earned, not given. The author learned that listening is important for respect and avoiding arrogance. Friendliness with employees is good but clear boundaries are needed with subordinates. Kleenex in the office can help upset employees regain composure.
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May 2013 Tok Essay Ideas
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Control Your Environment
Control of your environment starts with you and you show your ability to control your environment by the way you dress and carry yourself.
How to Manage Someone You Don’t Likeby Amy Gallo 1100 AM A.docx
How to Manage Someone You Don’t Like
by Amy Gallo | 11:00 AM August 29, 2013
Comments (93)
Everybody complains about incompetent bosses or dysfunctional co-workers, but what about irritating direct reports? What should you do if the person you manage drives you crazy? If the behavior is a performance issue, there’s a straightforward way to address what’s irking you — but what do you do when it’s an interpersonal issue? Is it possible to be a fair boss to someone you’d avoid eating lunch with — or must you learn to like every member of your team?
What the Experts Say
Of course, your job would be a whole lot easier if you liked everyone on your team. But that’s not necessarily what’s best for you, the group, or the company. “People liking each other is not a necessary component to organizational success,” says Ben Dattner, an organizational psychologist and author of The Blame Game. Robert Sutton, a professor of management science and engineering at Stanford University and the author of Good Boss, Bad Boss and coauthor with Huggy Rao of the forthcoming Scaling Up Excellence, agrees. According to Sutton, “there’s a list of things that make you like people and there’s a list of things that make a group effective, and there are very different things on those lists.” It’s neither possible — nor even ideal — to build a team comprised entirely of people you’d invite to a backyard barbecue. But there are real pitfalls to disliking an employee. Consciously or unconsciously, you might mismanage him or treat him unfairly and fail to see the real benefit he can deliver to your team. Here’s how to get the most out of someone you don’t like.
Don’t assume it’s a bad thing
Sure, you may grit your teeth at her lousy jokes or wince at the way he whistles at his desk, but feeling less-than-sympatico with your direct reports might not be the worst thing. “From a performance standpoint, liking the people you manage too much is a bigger problem than liking them too little,” says Sutton. The employees you gravitate toward are probably the ones who act nice, don’t deliver bad news, and flatter you. But it’s often those who provoke or challenge you that prompt new insights and help propel the group to success. “You need people who have different points of view and aren’t afraid to argue,” says Sutton. “They are the kind of people who stop the organization from doing stupid things.”
Focus on you
Still, the days can feel very long when you’re constantly dealing with someone you don’t like. It’s crucial to learn how to handle your frustration. Rather than thinking about how irritating the person is, focus on why you are reacting the way you are. “They didn’t create the button, they’re just pushing it,” says Dattner. He suggests asking yourself the following questions:
· Is the problem the individual or someone they remind me of? “You can have a competent person who looks like your unkind aunt and suddenly she can do no right.”
· Am I afraid of being.
Reviews
This document provides guidance on writing reviews for other judges in the Judge Center. It explains that the purpose of a review is to recognize good work and provide constructive advice for improvement. It emphasizes being helpful, tactful, and specific when writing about strengths and areas for growth. The document also offers tips for observing other judges, things to include in a review, and perspectives for both writing and receiving reviews.
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Correcting without being critical
- 2. There are going to be times when the successful leader must point out errors and "correct" those working with him. This is truly an art, and one that most would-be leaders fall down on.
- 4. Not long ago Someone was discussing this subject with Walter Johnson, vice-president of American Airlines. They were discussing the real need for criticism, and how it could be a real help.
- 5. You know, a pilot coming in for a landing is a good example of successful criticism. Frequently, his flying must be criticized or corrected by the tower.
- 6. If he's off course, the tower doesn't hesitate to tell him so. If he's coming in too low, he's told about it. If he is going to overshoot the field, he is corrected.
- 7. Yet I've never heard of one of our pilots getting offended by this criticism. I've never heard one say, 'Aw, he's always finding fault with my flying. Why can't he say something good for a change?'"
- 8. Keep in mind that their criticism is to achieve a good end result for both the airline and the pilot. The man in the tower doesn't deal in personalities. He doesn't use recriminations. His criticism is not blared out over loudspeakers but in strict privacy to the pilot's earphones. He criticizes the act, not the person.
- 10. He doesn't say, "Well, if that isn't a dumb way to come in for a landing." He just says, "You're coming in too low."
- 11. The pilot isn't asked to do something merely to please the boss. He has an incentive of his own to take the criticism and benefit by it. He is not offended; he actually appreciates it. He is more likely to buy the man in the tower a steak dinner than to cuss him.
- 12. And the really important thing is that both the pilot and his "boss" achieve some useful end result.
- 14. If you want your criticism to take effect, you must not engage the other person's ego against you. The mildest form of criticism made in the presence of others is very likely to be resented by the other person.
- 16. Kind words, compliments, and praise have the effect of setting the stage in a friendly atmosphere. It serves notice on the other fellow that you are not attacking his ego, and puts him more at his ease.
- 17. Praise and compliments open the other person's mind: "I know from past experience that you are always looking for little ways to constantly improve your work. It occurred to me that..."
- 19. Criticize the act, not the person. After all, it's his actions that you are interested in anyway. Deal with the faults of others as gently as you do with your own.
- 21. When you tell the other person what he did wrong, also tell him how to do it right. The emphasis should not be on the mistake, but the means and ways to correct the mistake and avoid a recurrence.
- 22. Nothing can lower morale in an office, plant, or home quite so much as an atmosphere of general dissatisfaction without there being any clear defining of just what is expected. Most people are anxious to "do right" if you tell them what "right" is.
- 23. Asking always brings more cooperation than demanding. When you demand, you place the other fellow in the role of slave and yourself in the role of slave driver.
- 24. When you ask, you place him in the role of a member of your team. Team feeling gets much more cooperation than force.
- 25. To call attention to a given error one time is justified. Twice is unnecessary. And three times is nagging. Remember your goal in criticism: TO GET A JOB DONE!
- 27. Until an issue has been resolved on a friendly note, it really hasn't been finished. Don't leave things hanging in air, to be brought up later. Give the other fellow a pat on the back at the end of the conversation. Let his last memory of the meeting be the pat on the back, instead of a kick in the pants.