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Introduction
Feedback is a powerful motivator -encouraging goal accomplishment, influencing behavior, and help
to continually improve performance.
Opening our minds to observations made by others can also assist us in self-reflection, altering our
perspective of a situation, and thereby enhancing our capacity to change, grow and develop. Thus,
giving and receiving feedback is an integral part of developing productive workplace relations and
providing continuous learning.
1. Make it regular. Like performance development
and management, giving and receiving feedback
will have limited benefits, if it is a once a year
event. It needs to be frequent, ongoing, and cover
both good performance and areas of performance
to improve.
2. Do it immediately. By giving feedback as soon as
possible after an event or during project
milestones, it will have greater impact. You will also
find it easier to be specific as you will more readily
recall the event or circumstances on which you
want to give feedback
3. Be specific and clear in your communication. Avoid
generalizations. Tell the person specifically what
they did, or didn't do. Remember to describe and
focus on the behavior or action. Don’t judge the
person, as this is likely to cause a defensive or
angry reaction and your feedback will not be heard.
4. Location is important. Make sure the setting is
appropriate for giving feedback. Avoid a few
rushed moments in the corridor. Take the time it
deserves to give feedback without interruption
and in a setting that is private. This way you and
the staff member can discuss and learn from the
feedback.
5. Positive before negative. Where you are seeking
to improve areas of performance, don't
concentrate on what went wrong. Rather,
acknowledge the positive aspects and focus on
what can be improved. Ask them for their view
and suggestions to encourage ownership.
6. Practice makes perfect. It’s easy to overlook good
work or extra effort, or to take it for granted. Make
it a habit to give positive feedback regularly. This
promotes good performance and a positive work
place. Equally, some managers find it difficult to
give feedback when performance is not on track.
Make it a habit to give developmental feedback as
soon as it's needed. Don't keep the staff member
„in the dark‟. You can't expect them to
automatically know that they need to change or
improve their performance.
Key Feedback Principles
Types of Feedback
Positive Feedback
This applies where the person has performed well.
You use it to highlight why or how the job was done
well, how it linked to expected outcomes or
behaviors. Use it to reinforce good performance.
Developmental Feedback
This applies where a person has not performed /
behaved in line with expectations. You use it to
highlight where and why performance was not up to
expectations and explore how they might do it better
next time. Use it as a positive way of improving future
performance.
Self Reflection and Self Preparation
• What are your strengths in giving and receiving feedback?
• Are there areas you could improve?
These are useful questions to ask yourself in thinking about how, overall, you might be performing in the area
of giving and receiving feedback, so that you are facilitating improved productivity and good workplace
relations in your area of responsibility.
• Consider the following questions.
• Reflect on the questions to which you answer „No‟ and identify areas you may need to work on.
• Areas for me to work on are:
Self Reflection and Self Preparation
1. Do you tell people when they are doing a good job?
2. Do you give credit to people for their ideas?
3. Do you praise achievement of outcomes and expected behaviors?
4. Do you positively acknowledge creativity and improvement ideas?
5. Do you compliment people on their strengths?
6. Do you explain clearly and non-judgementally where a person's performance is going off course? Do you do
this in a timely manner?
7. Do you coach people to facilitate them in finding creative solutions to their work problems?
8. · Do you encourage your staff to give you feedback, so you can
9. continually learn and grow as a manager?
10. Do you actively listen and consider if there is some merit in the feedback you are receiving from staff? Or do
you react defensively?
11. Do you acknowledge what other people are trying to say to you with paraphrasing or summarizing? Do you
seek to understand?
Models of Giving Feedback
Effective
Feedback
Within 5
Minutes
AID
BOOST
Sandwich
Feedback
Within 5 Minutes
Feedback is shared very after the behavior is
observed.
Sandwich
BOOST
Balanced- Focus on the relevant areas
Observed- Base only on what you have observed
Objective- Refer only the actions and outcomes
not personality
Specific- Use specific examples from your
observations
Timely- Do it as soon as possible
AID
•Action- Emphasize on the actions only that you
have observed
•Impact- Tell the positive or negative impact on
the end result, or on the process itself
•Development or Desired Behavior- Ask what
help is needed and what they can do to improve
or to correct the issue.
Process for Giving Feedback
Positive Feedback
Your focus: to talk little and listen lots! Lead the process by asking a range of open ended questions.
Your purpose: to encourage the staff member to talk about their good work and for you to
reinforce it, in order to keep the good performance going into the future.
The process:
1. State and describe in specific terms what the staff member did well.
2. Describe the actual behavior and actions.
3. Indicate the positive impact of their behavior/actions.
4. Ask the staff member for their input e.g. what do you believe contributed to the excellent performance?
what do you believe you did particularly well?
5. What did you learn that could be applied to other work or projects in future?
6. How can you share your experience/ learning with others in the team?
7. Explore and reinforce their suggestions. Set some goals and describe the positive consequences that will
result from them following through on the goals.
Process for Giving Feedback
Your focus: to describe, be clear, and be specific (not judge, blame or accuse). Lead the process as a
positive, coaching experience where you show interest in rectifying the performance issue (s) to the
benefit of the individual as well as the broader team/organization.
Your purpose: to raise the person's awareness and understanding of the issue in a way that they will take
responsibility for improving. You want to enable them to commit to a change in behavior or outlook and
commit to taking action to improve their performance.
The process:
1. State and describe the concern in specific and objective terms. Focus on actual behaviors / actions, not
the person.
2. Ask for the staff member's view. Give them the chance to share with you their thinking on why the
problem exists.
3. Indicate the negative impact created as a result of their behavior/actions on them, the team, the
organization.
4. Describe what you would like to see happening instead.
5. Problem solve ways to improve the performance to meet those expectations. Ask for, and listen, to their
ideas.
6. Propose a solution and set some goals.
7. Coach them to help them achieve the goals.
8. Review the achievement of goals and acknowledge improvements.
Developmental Feedback
Recap
• Make it a Positive Process and Experience
• Be Timely
• Make it Regular
• Prepare Your Comments
• Be Specific
• Criticize in Private
• Limit Your Focus
• Follow Up
Thank You

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Effective Feedback: Improving Performance Through Clear Communication

  • 1.
  • 2. Introduction Feedback is a powerful motivator -encouraging goal accomplishment, influencing behavior, and help to continually improve performance. Opening our minds to observations made by others can also assist us in self-reflection, altering our perspective of a situation, and thereby enhancing our capacity to change, grow and develop. Thus, giving and receiving feedback is an integral part of developing productive workplace relations and providing continuous learning.
  • 3. 1. Make it regular. Like performance development and management, giving and receiving feedback will have limited benefits, if it is a once a year event. It needs to be frequent, ongoing, and cover both good performance and areas of performance to improve. 2. Do it immediately. By giving feedback as soon as possible after an event or during project milestones, it will have greater impact. You will also find it easier to be specific as you will more readily recall the event or circumstances on which you want to give feedback 3. Be specific and clear in your communication. Avoid generalizations. Tell the person specifically what they did, or didn't do. Remember to describe and focus on the behavior or action. Don’t judge the person, as this is likely to cause a defensive or angry reaction and your feedback will not be heard. 4. Location is important. Make sure the setting is appropriate for giving feedback. Avoid a few rushed moments in the corridor. Take the time it deserves to give feedback without interruption and in a setting that is private. This way you and the staff member can discuss and learn from the feedback. 5. Positive before negative. Where you are seeking to improve areas of performance, don't concentrate on what went wrong. Rather, acknowledge the positive aspects and focus on what can be improved. Ask them for their view and suggestions to encourage ownership. 6. Practice makes perfect. It’s easy to overlook good work or extra effort, or to take it for granted. Make it a habit to give positive feedback regularly. This promotes good performance and a positive work place. Equally, some managers find it difficult to give feedback when performance is not on track. Make it a habit to give developmental feedback as soon as it's needed. Don't keep the staff member „in the dark‟. You can't expect them to automatically know that they need to change or improve their performance. Key Feedback Principles
  • 4. Types of Feedback Positive Feedback This applies where the person has performed well. You use it to highlight why or how the job was done well, how it linked to expected outcomes or behaviors. Use it to reinforce good performance. Developmental Feedback This applies where a person has not performed / behaved in line with expectations. You use it to highlight where and why performance was not up to expectations and explore how they might do it better next time. Use it as a positive way of improving future performance. Self Reflection and Self Preparation • What are your strengths in giving and receiving feedback? • Are there areas you could improve? These are useful questions to ask yourself in thinking about how, overall, you might be performing in the area of giving and receiving feedback, so that you are facilitating improved productivity and good workplace relations in your area of responsibility.
  • 5. • Consider the following questions. • Reflect on the questions to which you answer „No‟ and identify areas you may need to work on. • Areas for me to work on are: Self Reflection and Self Preparation 1. Do you tell people when they are doing a good job? 2. Do you give credit to people for their ideas? 3. Do you praise achievement of outcomes and expected behaviors? 4. Do you positively acknowledge creativity and improvement ideas? 5. Do you compliment people on their strengths? 6. Do you explain clearly and non-judgementally where a person's performance is going off course? Do you do this in a timely manner? 7. Do you coach people to facilitate them in finding creative solutions to their work problems? 8. · Do you encourage your staff to give you feedback, so you can 9. continually learn and grow as a manager? 10. Do you actively listen and consider if there is some merit in the feedback you are receiving from staff? Or do you react defensively? 11. Do you acknowledge what other people are trying to say to you with paraphrasing or summarizing? Do you seek to understand?
  • 6. Models of Giving Feedback Effective Feedback Within 5 Minutes AID BOOST Sandwich Feedback
  • 7. Within 5 Minutes Feedback is shared very after the behavior is observed. Sandwich BOOST Balanced- Focus on the relevant areas Observed- Base only on what you have observed Objective- Refer only the actions and outcomes not personality Specific- Use specific examples from your observations Timely- Do it as soon as possible AID •Action- Emphasize on the actions only that you have observed •Impact- Tell the positive or negative impact on the end result, or on the process itself •Development or Desired Behavior- Ask what help is needed and what they can do to improve or to correct the issue.
  • 8. Process for Giving Feedback Positive Feedback Your focus: to talk little and listen lots! Lead the process by asking a range of open ended questions. Your purpose: to encourage the staff member to talk about their good work and for you to reinforce it, in order to keep the good performance going into the future. The process: 1. State and describe in specific terms what the staff member did well. 2. Describe the actual behavior and actions. 3. Indicate the positive impact of their behavior/actions. 4. Ask the staff member for their input e.g. what do you believe contributed to the excellent performance? what do you believe you did particularly well? 5. What did you learn that could be applied to other work or projects in future? 6. How can you share your experience/ learning with others in the team? 7. Explore and reinforce their suggestions. Set some goals and describe the positive consequences that will result from them following through on the goals.
  • 9. Process for Giving Feedback Your focus: to describe, be clear, and be specific (not judge, blame or accuse). Lead the process as a positive, coaching experience where you show interest in rectifying the performance issue (s) to the benefit of the individual as well as the broader team/organization. Your purpose: to raise the person's awareness and understanding of the issue in a way that they will take responsibility for improving. You want to enable them to commit to a change in behavior or outlook and commit to taking action to improve their performance. The process: 1. State and describe the concern in specific and objective terms. Focus on actual behaviors / actions, not the person. 2. Ask for the staff member's view. Give them the chance to share with you their thinking on why the problem exists. 3. Indicate the negative impact created as a result of their behavior/actions on them, the team, the organization. 4. Describe what you would like to see happening instead. 5. Problem solve ways to improve the performance to meet those expectations. Ask for, and listen, to their ideas. 6. Propose a solution and set some goals. 7. Coach them to help them achieve the goals. 8. Review the achievement of goals and acknowledge improvements. Developmental Feedback
  • 10. Recap • Make it a Positive Process and Experience • Be Timely • Make it Regular • Prepare Your Comments • Be Specific • Criticize in Private • Limit Your Focus • Follow Up