This document provides guidance on effectively leading employees through feedback and goal setting. It discusses understanding employees' needs, providing the right tools and opportunities, giving praise and recognition, and ensuring expectations are clear. It emphasizes learning about employees to better support them compassionately. Goals should be specific, measurable, attainable, relative and time-bound to facilitate development and performance improvement. Feedback should be constructive and backed by examples to positively impact work.

1. “The Best Way to Forecast the Future is to Create it.”
– Michael J. Gelb

2. • Understand how to give appropriate feedback
• Recognizing and supporting your team
• The new one on one sheet

3. • Clinical studies show the more you give of
yourself in learning about your employees (their
needs, likes, and dislikes), the more your
perspective changes and you find yourself better
able to lead them-with compassion,
understanding, and confidence (because you
know them, and you know they’ll follow).

4. Before Approaching Each Agent….
Consider the Following Questions

5. • Are my people in the right position to be self-motivated?
• If not, what is your plan to cause them to be more self-sufficient?
• Do they know what’s expected from them?
• Did you set your expectations early?
• Do they have the right tools?
• Do you give them opportunities and freedom to do their best work?
• Do I give praise and recognition to recall and celebrate achievements and
milestones?

6. Understanding Feedback vs. Criticism

7. Gaining Consistency

8. • If you don’t have a plan of action or suggestions, the agents probably won’t
either
• Ensure you’ve backed up your feedback in writing
• Lead by example. If they shouldn’t be doing it, you shouldn’t be either
• No one likes to feel like they’re failing. Always, thank the agent for taking the
risk to change if they’ve used your suggestion and were unsuccessful

9. Topic: One on One Process
Objective: To ensure that development is
being taken place with appropriate goal
setting and follow up.
Overall Structure:
(1) Overview
(2) 1-1 Process
(3) 1-1 Form
(4) Feedback
(5) Time Frame
(6) Audit
(7) POC

10. Topic: Giving constructive feedback
Objective: Provide effective feedback
that positively impacts performance
Overall Structure:
 (1) Types of feedback
 (2) Content
 (3) Manner
 (4) Timing
 (5) Frequency

11. • Do you vary your praise? Sometimes the thread isn’t
enough
• Think about what you’d like. Praise comes in a variety of
forms
• They may understand the job expectations, but are you
consistently motivating your agent their way, instead of
your way? Revisit MBS expectations
• Remember what recognition truly means

12. • Re - to do again
• Cognition - to know
• Thus, recognition
means to know again
which is proof that
people do what you
praise

14. How to Truly Career Path

15. • When planning goals together, consider their
performance appraisal. Work together to provide
the tools to achieve ‘exceeds expectations’
• When using the form, ensure you’re using the
SMART process (specific, measurable, attainable,
relative, and time-bound)
• Ensure you are turning a broad goal into a realistic
one

17. SMART Goals and Business Needs
“That which gets measured gets managed”