Leadership: The Importance of Actionable Feedback
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The ability to give actionable feedback that can improve the performance of an employee or colleague is one of the traits of a good business leader.
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How to give Feedback constructively and effectively?
Providing feedback in a professional setting involves effectively communicating your assessment of a situation or specific job task to a coworker or employee. Feedback serves as a valuable tool for fostering professional development and enhancing work performance, and employees may benefit from positive critiques. Whether you're leading a team or overseeing a project, sharing comprehensive evaluations can inspire and motivate team members.
Giving feedback is a skill. And like all skills, it takes practice to get it right. In this presentation, we'll give some tips on how you can give feedback constructively and effectively.
Auraa Image Management and Consulting (AIM&C), a premier corporate training firm in India, specializes in a comprehensive range of services, including Executive Presence, Leadership Skills, Professional Dressing and Grooming, Luxury Selling Skills, Communication skills, Personal branding, etc. With an unwavering commitment to excellence, AIM&C has transformed the lives of numerous clients in India and abroad, both online and offline, across various leadership levels.
Ms. Samira Gupta, Founder of AIM&C and one of the best Trainers in Gurgaon, comes with a vast experience of 25+ years in the corporate world in various leadership roles and almost a decade-long experience in Executive Presence Coaching, Leadership Training, and Image Consulting.
Contact us at samira@auraaimage.com or visit www.auraaimage.com. Alternatively, you can reach us by phone at +91 9958934766.
Managing interpersonal conflict shamiul
This was made for everyone facing conflict in their environment.
Using Feedback to Resolve Workplace Conflict
Conflict resolution can be conducted through a variety of techniques. The technique I follow relies heavily upon feedback. It is vital to gain feedback and understand the context of the situation. Next, use an example of conflict as a result of that particular behaviour and go over the result and its impact.
5© American Management Association. All rights reserved. 7.docx
5
© American Management Association. All rights reserved. 79
Delivering Coaching Feedback
Learning Objectives
By the end of this chapter, you should be
able to:
• Describe the purpose and characteristics
of effective feedback.
• Construct and deliver good feedback
messages.
• Deliver difficult feedback.
• Deliver just-in-time feedback.
• Lead a peer feedback meeting.
The legendary Ted Williams of the Boston Red Sox had a goal of being the
greatest hitter who ever lived. But what most people don’t realize is the extent
to which Williams sought feedback. Ted knew that no matter how much tal-
ent a person has, we don’t see ourselves as others see us. Feedback provides
that fresh, objective lens. A coach steps back and watches how the coachee
performs; his or her feedback enables us take our performance to a new level.
But feedback is only helpful if it is effective. So it is imperative that you set
the stage with the coachee. The first step is getting ready to give feedback.
GETTING READY TO GIVE FEEDBACK
Even in the best of situations, feedback is an emotional moment. How do you
get ready to give feedback? What do you need to do to set up the feedback
session for success? Let’s look at six essential things.
First, gather your thoughts. Don’t rush into a feedback situation and
speak before you think about what you want to say. Ask yourself:
“Why am I delivering this feedback?”
“What do I want to say?”
“What impact do I want to have as result of this feedback?”
I shared these guidelines in a training session a few years ago. One of the
individuals in the workshop challenged, “But what if you don’t have time to
gather your thoughts—suppose you’ve got to give it on the spot?” “Good
question,” I responded, “But preparation doesn’t have to take hours. What
you want to avoid is blurting out something you will regret, or that will incite
a situation.” Gathering your thoughts means taking at least a minute or two
to think before you speak.
Second, wait until you can talk in person. One of my colleagues said, “I
remember one of my worst feedback experiences. I admit the project was in
trouble, in part because I was a new project manager, but feedback by e-mail?
I couldn’t believe my manager did that! To me, it was disrespectful—it was a
waste of time because I was so upset.” Face-to-face feedback communicates
to the coachee, “This is so important I am making sure I deliver it in person.”
Third, make sure you’re in a position to give the feedback in a private
place. This was once taken for granted. But today, with so many companies
using open office spaces, there is a temptation to talk in an open cubicle
where others can overhear the conversation. Privacy helps ensure the indi-
vidual can focus on what you’re saying, not on who else might be listening.
Like coaching sessions, both you and the coachee need to give full attention
to the feedback discussion. That can’t happen in a public setting. When
you’re in a public place, all the coache.
Soft skills are most often characterized as the personal attribu.docx
Soft skills are most often characterized as the personal attributes that make up the interpersonal and intrapersonal aspects of an individual. Soft skills can include attitude, manners, social skills, the ability to communicate, listen, delegate, resolve conflicts, work as a team player, adapt to change, and work hard.
The term “soft skills” is not an indication on their importance; in fact, it can be argued that soft skills are more important to character and success you might achieve. Soft skills are compared to, and more specifically complement, a person’s “hard skills” which are the specific skills required for a job. For example, the soft skills necessary for a leader in an organization would be vision, social skills, emotional intelligence, empathy, work ethic, communication, and flexibility while the hard skills would be execution, organization, knowledge of computer programs, a second language, planning, coordinating and a thorough understanding of the organization’s policies and procedures.
In the previous section, many soft skills have already been discussed. You practice a variety of soft skills every day as a matter of fact. They occur so naturally you may not even notice them or have never spent time to realize strengths that you regularly exhibit. Identifying your soft skills will give you talking point in interviews and in promotion discussions, as well as give you new goals and areas to improve upon.
Critical Soft Skills
The following is a list of primary soft skills that just about every employer is looking for from their staff. It is no means inclusive as soft skills refer to an often intangible set of abilities that to some degree are engrained in everyone. While the primary soft skills are generally agreed upon as important in any job capacity, there are countless others that are deemed imperative as well (See Module 3: Personal and Career Evaluation). Depending on the job or function you are performing, these may be just as imperative as the ones listed below but not as universal. Review the following and determine which areas are personal strengths and which are areas in need of improvement.
· Communication. Communication permeates just about every aspect of both personal and professional endeavors. It is associated with active listening, comprehension, and clear expression of thoughts and ideas. It includes oral, written, and non-verbal types. To improve your communication skills, focus on both what you are saying and how you are saying it, and always remember that receiving information is just as crucial as providing it so practice active listening instead of just thinking of what to say next.
· A Good Work Ethic. Your work ethic is the sum of your attitude, actions, and guiding values. It is how company leadership knows that you are trustworthy and have the best interests of the organization at heart. A good work ethic is demonstrated through your decisive behavior, motivation, and dedication. You cannot .
Recommended
How to give Feedback constructively and effectively?
Providing feedback in a professional setting involves effectively communicating your assessment of a situation or specific job task to a coworker or employee. Feedback serves as a valuable tool for fostering professional development and enhancing work performance, and employees may benefit from positive critiques. Whether you're leading a team or overseeing a project, sharing comprehensive evaluations can inspire and motivate team members.
Giving feedback is a skill. And like all skills, it takes practice to get it right. In this presentation, we'll give some tips on how you can give feedback constructively and effectively.
Auraa Image Management and Consulting (AIM&C), a premier corporate training firm in India, specializes in a comprehensive range of services, including Executive Presence, Leadership Skills, Professional Dressing and Grooming, Luxury Selling Skills, Communication skills, Personal branding, etc. With an unwavering commitment to excellence, AIM&C has transformed the lives of numerous clients in India and abroad, both online and offline, across various leadership levels.
Ms. Samira Gupta, Founder of AIM&C and one of the best Trainers in Gurgaon, comes with a vast experience of 25+ years in the corporate world in various leadership roles and almost a decade-long experience in Executive Presence Coaching, Leadership Training, and Image Consulting.
Contact us at samira@auraaimage.com or visit www.auraaimage.com. Alternatively, you can reach us by phone at +91 9958934766.
Managing interpersonal conflict shamiul
This was made for everyone facing conflict in their environment.
Using Feedback to Resolve Workplace Conflict
Conflict resolution can be conducted through a variety of techniques. The technique I follow relies heavily upon feedback. It is vital to gain feedback and understand the context of the situation. Next, use an example of conflict as a result of that particular behaviour and go over the result and its impact.
5© American Management Association. All rights reserved. 7.docx
5
© American Management Association. All rights reserved. 79
Delivering Coaching Feedback
Learning Objectives
By the end of this chapter, you should be
able to:
• Describe the purpose and characteristics
of effective feedback.
• Construct and deliver good feedback
messages.
• Deliver difficult feedback.
• Deliver just-in-time feedback.
• Lead a peer feedback meeting.
The legendary Ted Williams of the Boston Red Sox had a goal of being the
greatest hitter who ever lived. But what most people don’t realize is the extent
to which Williams sought feedback. Ted knew that no matter how much tal-
ent a person has, we don’t see ourselves as others see us. Feedback provides
that fresh, objective lens. A coach steps back and watches how the coachee
performs; his or her feedback enables us take our performance to a new level.
But feedback is only helpful if it is effective. So it is imperative that you set
the stage with the coachee. The first step is getting ready to give feedback.
GETTING READY TO GIVE FEEDBACK
Even in the best of situations, feedback is an emotional moment. How do you
get ready to give feedback? What do you need to do to set up the feedback
session for success? Let’s look at six essential things.
First, gather your thoughts. Don’t rush into a feedback situation and
speak before you think about what you want to say. Ask yourself:
“Why am I delivering this feedback?”
“What do I want to say?”
“What impact do I want to have as result of this feedback?”
I shared these guidelines in a training session a few years ago. One of the
individuals in the workshop challenged, “But what if you don’t have time to
gather your thoughts—suppose you’ve got to give it on the spot?” “Good
question,” I responded, “But preparation doesn’t have to take hours. What
you want to avoid is blurting out something you will regret, or that will incite
a situation.” Gathering your thoughts means taking at least a minute or two
to think before you speak.
Second, wait until you can talk in person. One of my colleagues said, “I
remember one of my worst feedback experiences. I admit the project was in
trouble, in part because I was a new project manager, but feedback by e-mail?
I couldn’t believe my manager did that! To me, it was disrespectful—it was a
waste of time because I was so upset.” Face-to-face feedback communicates
to the coachee, “This is so important I am making sure I deliver it in person.”
Third, make sure you’re in a position to give the feedback in a private
place. This was once taken for granted. But today, with so many companies
using open office spaces, there is a temptation to talk in an open cubicle
where others can overhear the conversation. Privacy helps ensure the indi-
vidual can focus on what you’re saying, not on who else might be listening.
Like coaching sessions, both you and the coachee need to give full attention
to the feedback discussion. That can’t happen in a public setting. When
you’re in a public place, all the coache.
Soft skills are most often characterized as the personal attribu.docx
Soft skills are most often characterized as the personal attributes that make up the interpersonal and intrapersonal aspects of an individual. Soft skills can include attitude, manners, social skills, the ability to communicate, listen, delegate, resolve conflicts, work as a team player, adapt to change, and work hard.
The term “soft skills” is not an indication on their importance; in fact, it can be argued that soft skills are more important to character and success you might achieve. Soft skills are compared to, and more specifically complement, a person’s “hard skills” which are the specific skills required for a job. For example, the soft skills necessary for a leader in an organization would be vision, social skills, emotional intelligence, empathy, work ethic, communication, and flexibility while the hard skills would be execution, organization, knowledge of computer programs, a second language, planning, coordinating and a thorough understanding of the organization’s policies and procedures.
In the previous section, many soft skills have already been discussed. You practice a variety of soft skills every day as a matter of fact. They occur so naturally you may not even notice them or have never spent time to realize strengths that you regularly exhibit. Identifying your soft skills will give you talking point in interviews and in promotion discussions, as well as give you new goals and areas to improve upon.
Critical Soft Skills
The following is a list of primary soft skills that just about every employer is looking for from their staff. It is no means inclusive as soft skills refer to an often intangible set of abilities that to some degree are engrained in everyone. While the primary soft skills are generally agreed upon as important in any job capacity, there are countless others that are deemed imperative as well (See Module 3: Personal and Career Evaluation). Depending on the job or function you are performing, these may be just as imperative as the ones listed below but not as universal. Review the following and determine which areas are personal strengths and which are areas in need of improvement.
· Communication. Communication permeates just about every aspect of both personal and professional endeavors. It is associated with active listening, comprehension, and clear expression of thoughts and ideas. It includes oral, written, and non-verbal types. To improve your communication skills, focus on both what you are saying and how you are saying it, and always remember that receiving information is just as crucial as providing it so practice active listening instead of just thinking of what to say next.
· A Good Work Ethic. Your work ethic is the sum of your attitude, actions, and guiding values. It is how company leadership knows that you are trustworthy and have the best interests of the organization at heart. A good work ethic is demonstrated through your decisive behavior, motivation, and dedication. You cannot .
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Any experienced manager knows that you can follow the Gant Chart and spreadsheet every element to the finest degree, but the human factor will always be the element which bites back.
Failure to effectively engage with people management repeatedly causes projects to underperform, miss targets and fail, leaving managers who adhered to the traditional management models confused and frustrated. But effective people management actually relies on only five key skills, the Five ‘C’s:
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The second element is training. It is vital that you give people the skills they need to do a good job. If you have people who aren’t quite right, develop them. They will not only be better suited and more productive, they will be grateful for the investment and commitment.
Thirdly and finally a good manager must create the right team structure and set the boundaries. A robust set of measures for success, clearly explained and tracked with discipline will give your people the framework for success, and just as important, tells them how to succeed.
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Conflict management is crucial for maintaining a healthy work environment and promoting positive organizational behavior. For the top corporate coach of india, visit - https://bit.ly/3J6jVd4
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We just finished watching 12 Angry Men, a movie which impacted me personally many years ago, and the impact still helps me to understand human nature.
The extra credit is to give you the opportunity to tell me about a book or movie you have seen/read which has impacted your life. In about a page tell me a little about the book or movie, and the impact it had on you.
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IN THE EFFECTIVE EXECUTIVE, P e t e r D r u c k e r w r i t e s at l e n g t h a b o u t
decision making, arguing that it is a central executive task. An ef-
fective decision-maker, he says, focuses on the most important
decisions, works to achieve deep conceptual understanding and
isn't overly impressed by speed. But Drucker also points to a par-
ticular idiosyncrasy of effective decision-makers: "The under-
standing that underlies the right decision grows out of the clash
of divergent opinions and out of serious consideration of the
competing alternatives."
Effective decision makers, Drucker says, disregard conven-
tional wisdom about reaching consensus and instead work to
create disagreement and dissention. As an example, he points to
the man who turned General Motors into the largest company
in the world:
"Alfred Sloan is reported to have said at a meeting of one of
his top committees: 'Gentlemen, I take it we are all in com-
plete agreement on the decision here.' Everyone around the
table nodded assent. 'Then,' continued Mr. Sloan, 'I propose
that we postpone further discussion of this matter until our
next meeting to give ourselves time to develop disagree-
ment and perhaps gain some understanding of what the
decision is all about.'"
Sloan, Drucker says, "knew that the right decision demands ade-
quate disagreement." In other words, it is in the tension between
competing ideas that we come to understand the true nature of
a problem and start to see possibilities for a better answer.
This notion is at the very heart of Integrative Thinking. But
it is also challenging to operationalize due to a key tenet of the
human condition: conflict is uncomfortable and runs counter to
our natural desire for certainty. We feel intuitively that opposing
views are threatening to organizational harmony and that con-
sensus should be our goal. No wonder, then, that when we're
faced with opposing options, we often discount one of them as
simply wrong, and its proponents as either 'misguided' or 'ill-
intentioned'.
In fact, as Drucker hints, opposing models are only a prob-
lem when we choose to treat them as such. Sloan's example of-
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ing ideas to truly understand the problem. We can dig deep into
the opposing alternatives, and into the tension between them, to
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Traditional management models stress the development of detailed project plans and the rigorous observation of disciplined models. Developed by engineering and manufacturing organisations they assume workflows with controlled variables and fixed inputs, in short they assume that you are managing machines, not human beings.
Any experienced manager knows that you can follow the Gant Chart and spreadsheet every element to the finest degree, but the human factor will always be the element which bites back.
Failure to effectively engage with people management repeatedly causes projects to underperform, miss targets and fail, leaving managers who adhered to the traditional management models confused and frustrated. But effective people management actually relies on only five key skills, the Five ‘C’s:
Create
Build a team which is fit for purpose. Don’t try to use the wrong tool for the job and then complain that the hammer won’t make the screw work! This involves making the correct decisions on three elements.
The first is recruitment, the fundamental basis of the success of any business. If the right people aren’t coming into an organisation how can you expect the results to be successful? Hire the best people, hire the right people.
The second element is training. It is vital that you give people the skills they need to do a good job. If you have people who aren’t quite right, develop them. They will not only be better suited and more productive, they will be grateful for the investment and commitment.
Thirdly and finally a good manager must create the right team structure and set the boundaries. A robust set of measures for success, clearly explained and tracked with discipline will give your people the framework for success, and just as important, tells them how to succeed.
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Conflict management is crucial for maintaining a healthy work environment and promoting positive organizational behavior. For the top corporate coach of india, visit - https://bit.ly/3J6jVd4
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We just finished watching 12 Angry Men, a movie which impacted me personally many years ago, and the impact still helps me to understand human nature.
The extra credit is to give you the opportunity to tell me about a book or movie you have seen/read which has impacted your life. In about a page tell me a little about the book or movie, and the impact it had on you.
INTEGRATIVE THINKING 2.0:
A USER'S GUIDE
TOYOUR
OPPOSABLE MIND
How to embrace opposing models and apply Integrative Thinking
in four (not always easy) steps.
by Jennifer Riel and Roger Martin
IN THE EFFECTIVE EXECUTIVE, P e t e r D r u c k e r w r i t e s at l e n g t h a b o u t
decision making, arguing that it is a central executive task. An ef-
fective decision-maker, he says, focuses on the most important
decisions, works to achieve deep conceptual understanding and
isn't overly impressed by speed. But Drucker also points to a par-
ticular idiosyncrasy of effective decision-makers: "The under-
standing that underlies the right decision grows out of the clash
of divergent opinions and out of serious consideration of the
competing alternatives."
Effective decision makers, Drucker says, disregard conven-
tional wisdom about reaching consensus and instead work to
create disagreement and dissention. As an example, he points to
the man who turned General Motors into the largest company
in the world:
"Alfred Sloan is reported to have said at a meeting of one of
his top committees: 'Gentlemen, I take it we are all in com-
plete agreement on the decision here.' Everyone around the
table nodded assent. 'Then,' continued Mr. Sloan, 'I propose
that we postpone further discussion of this matter until our
next meeting to give ourselves time to develop disagree-
ment and perhaps gain some understanding of what the
decision is all about.'"
Sloan, Drucker says, "knew that the right decision demands ade-
quate disagreement." In other words, it is in the tension between
competing ideas that we come to understand the true nature of
a problem and start to see possibilities for a better answer.
This notion is at the very heart of Integrative Thinking. But
it is also challenging to operationalize due to a key tenet of the
human condition: conflict is uncomfortable and runs counter to
our natural desire for certainty. We feel intuitively that opposing
views are threatening to organizational harmony and that con-
sensus should be our goal. No wonder, then, that when we're
faced with opposing options, we often discount one of them as
simply wrong, and its proponents as either 'misguided' or 'ill-
intentioned'.
In fact, as Drucker hints, opposing models are only a prob-
lem when we choose to treat them as such. Sloan's example of-
fers another, more productive approach, which is to use conflict-
ing ideas to truly understand the problem. We can dig deep into
the opposing alternatives, and into the tension between them, to
look for a better answer, treating opposing models as ...
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Enterprise Excellence is Inclusive Excellence.pdf
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
The Parable of the Pipeline a book every new businessman or business student ...
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Unveiling the Secrets How Does Generative AI Work.pdf
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
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3.0 Project 2_ Developing My Brand Identity Kit.pptx
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
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Leadership: The Importance of Actionable Feedback
- 1. Leadership: The Importance of Actionable Feedback
- 2. MICHAEL ZETSER The Importance of Immediate Feedback In terms of delivering this feedback, it should, ideally, be given as soon after the event, task, or situation that has prompt- ed it, rather than waiting until the staff member’s next annual review or one-to- one meeting. Feeding back within a day is best, if possible. Unless the issue is a difficult one (in which case it is best to have the meeting in a private room), it could be delivered via an email chat or by having a quick discussion in the corridor. Delivering Feedback Effectively When giving feedback, good leaders know that they need to be able to chal- lenge the other person directly for it to be most effective, whilst also demonstrat- ing that they care personally. A critique should be delivered clearly, without aggression and with compassion for the best results. A mix of empathy and di- rectness is advisable. When giving feedback, good leaders know that they need to be able to challenge the other person directly for it to be most effective, whilst also demonstrating that they care personally. Leadership: The Importance of Actionable Feedback The ability to give actionable feedback that can improve the performance of an employee or colleague is one of the traits of a good business leader.
- 4. FOR MORE INFORMATION ABOUT WHAT MAKES A GREAT BUSINESS LEADER AND HOW TO GO ABOUT INCREASING YOUR SKILLS IN THIS REGARD, VISIT THE BLOG OF MICHAEL ZETSER.