The Power of feedback

1. Case:
Who is Next?
What about you?
Presentation Dr Mario Denton

4. Instructions for giving peer
feed-back:
s Teams to give feedback to each one of
their members - approx 10-15 mns. each
s Feed-back must be related to leadership
capabilities and team functioning skills
s Feedback sessions must be well
structured and managed
s Sources of information to be used are EQ,
Communication Styles, Leadership Styles
and Peer Evaluations
s Lecturer to provide guidelines for process

5. Guidelines for feedback
Be honest and cordial
Be specific - incident and data-based
Limit to here and now - only mutually experienced
events
Employ maximum number of sources
Be supportive and constructive
Limit to main issues - strong points and
development areas
Recipient has right to accept or reject
Recipient may ask for clarification - not to justify
rejection

6. Stages of reaction to feed-back
s Shock
s Anger

7. Most people overreact to
negative feedback
s Be positive
s Lead with a positive piece of feedback to
demonstrate that you have noticed and valued
certain behaviour
s The feedback should be descriptive rather than
evaluative and focus on behaviour that can be
changed rather than on personality
s For example: "I've noticed that you've been finding
your workload stressful recently," rather than "You
were aggressive!"
s Be sensitive to the recipient's likely reactions and
respond with your full attention and consideration

8. Guidelines for receiving
feedback
s Listen carefully
s Be genuinely open to hearing what the other
person is saying and try not to interrupt or
jump to conclusions
s Active listening techniques may be helpful
s Even if you feel under attack, try not to leap
to your own defence until you've had a
chance to think about and understand the
feedback thoroughly

9. Guidelines for receiving
feedback
s Ask questions to clarify what's being said
and why
s You are entitled to ask for specific examples
and instances of the types of behaviour at the
root of the feedback
s If the atmosphere becomes tense, introduce a
more positive approach by asking for
examples of the behaviour the reviewer would
like to see more of

10. Guidelines for receiving
feedback
s Remain calm
s Even if you feel upset, try not to enter
into an argument; just accept what's
being said and deal with your emotions
another time and place
s Stay calm and focus on the rest of the
feedback

11. Overview
s Class contribution s Leadership style
s Left or right brain s Conflict style
thinking s EQ Scores
s Decision making s Heartbeat
style
s De Bono hat
s Social style
s Team experience

12. Which cell best describes your
approach to this programme?
Critical Not critical
Involved Contributor Passenger
Not Sour puss Tortoise
involved

13. Brain functioning preferences
(Both have assets and liabilities)
LEFT BRAIN (-) RIGHT BRAIN (+)
s Inductive: Deals with specifics s Deductive: Deals with whole
s Analytic: Separates wholes concepts
into parts s Synthetic: Combines parts into
s Verbal: Precise oral and holistic concepts
written communications s Non-verbal: Visual and non-
s Linear/ Sequential: De-tailed, verbal communication
precise, consistent s Metamorphic: Non-uniform and
s Logical: Consistent with changeable
universal/known laws s Non-logical: Consistent with
s Rational: Constant and intuitive insight
intelligent reasoning s Creative: Indirect and non-
priority reasoning

14. Decision-making methods
s Authority rule
without discussion
s Expert
s Averaging of
member’s opinions
s Authority rule after
discussion
s Majority control
s Minority control
s Consensus

15. De Bono’s six “thinking
hats”:

16. De Bono’s six “thinking
hats”:
Chairperson Positive Negative
Emotions Opportunities Facts

17. The Social Style Profile
CONTROL
( Non-responsive )
Analytical Driver
ASK TELL
( Non-assertive ) ( Assertive )
Amiable Expressive
EMOTE
( Responsive )

18. Shared Behaviours Among Social Styles
0 25 50 75 100
R Analytical Analytical Driver Driver
e Analytical Driver Analytical Driver
s 25
p
o Analytical Analytical Driver Driver
n Amiable Expressive Amiable Expressive
s 50
i
v Amiable Amiable Expressive Expressive
e Analytical Driver Analytical Driver
n
e 75
s Amiable Amiable Expressive Expressive
s Amiable Expressive Amiable Expressive
100
Assertiveness

19. The DRIVER (doer and command specialist)
Recognised by:
- swift reaction time
- maximum effort to control
- minimum concern for caution
in relationships
- present time frame
- direct action
- tendency to reject inaction
- need for control, results and
achievement

20. The positive and negative sides of
drivers:
_
+ POSITIVES NEGATIVES
Strong-willed Pushy
Independent Severe
Practical Tough
Decisive Dominating
Efficient Harsh

21. The positive and negative sides of
drivers:
_
+ POSITIVES NEGATIVES
Strong-willed Pushy
Independent Severe
Practical Tough
Decisive Dominating
Efficient Harsh
Under stress, they will be inclined to revert to autocratic power
n Their growth action should be to learn to listen

22. The EXPRESSIVE (intuitor and social
recognition specialist)
Recognised by:
- rapid reaction time
- maximum effort to involve
- minimum concern for routine
- future time frame
- impulsive action
- tendency to reject isolation
- need for excitement, personal
approach, acceptance

23. The positive and negative sides of
expressives:
_ NEGATIVES
+ POSITIVES
Ambitious Manipulative
Stimulating Excitable
Enthusiastic Undisciplined
Dramatic Reacting
Friendly Egoistical

24. The positive and negative sides of
expressives:
_ NEGATIVES
+ POSITIVES
Ambitious Manipulative
Stimulating Excitable
Enthusiastic Undisciplined
Dramatic Reacting
Friendly Egoistical
Under stress, they will be inclined to revert to personal attact
n Their growth action should be to learn to check

25. The AMIABLE (feeler and relationship specialist)
Recognised by:
- unhurried reaction time
- maximum effort to relate
- minimum concern for affecting change
- present time-frame
- supportive action
- tendency to reject conflict
- need for personal co-operation,
personal security and acceptance

26. The positive and negative sides of
_ NEGATIVES
amiables:
+ POSITIVES
Supportive Conforming
Respectful Unsure
Willing Pliable
Dependable Dependent
Agreeable Awkward

27. The positive and negative sides of
_ NEGATIVES
amiables:
+ POSITIVES
Supportive Conforming
Respectful Unsure
Willing Pliable
Dependable Dependent
Agreeable Awkward
r Under stress, they will be inclined to revert to compliance
n Their growth action should be to learn to initiate

28. The ANALYTICAL (thinker and technical
specialist)
Recognised by:
- slow reaction time
- maximum effort to organise
- minimum concern for relationships
- historical time frame
- cautious action
- tendency to reject involvement
- need for accuracy, being right and
achievement

29. The positive and negative sides of
_analyticals:
+ POSITIVES NEGATIVES
Industrious Critical
Persistent Indecisive
Serious Stuffy
Exacting Picky
Orderly Moralistic

30. The positive and negative sides of
_analyticals:
+ POSITIVES NEGATIVES
Industrious Critical
Persistent Indecisive
Serious Stuffy
Exacting Picky
Orderly Moralistic
r Under stress, they will be inclined to revert to avoidance
n Their growth action should be to learn to declare

31. Teamwork patterns
High STORMING PERFORMING
Getting things done no matter Getting things done by working
whose toes are stepped on collaboratively with others
GETTING
THINGS FORMING NORMING
DONE
Cautious and guarded - not Seeking to maintain a friendly,
acting unless forced to do so conflict - free team climate
Low High
BUILDING STRONG TEAMWORK RELATIONSHIPS
( Communications, involvement , commitment )

32. 1 FORMING : Reactive
s Low structure - low involvement
s Doesn’t act unless forced to
s Impersonal, watchful, guarded and cautious
s Tentative attachment to the team
s Members cautiously explore boundaries of
acceptable individual and team behavior
s Tendency to avoid others - to be “loners”
s Very little real communication..
s Suspicion, fear and anxiety about the task ahead
s Some anxiety about why they are there, why
others are there, who’ll lead the group and what
they’ll do.

33. 2 STORMING : Authoritarian
s High structure and direction - low involvement
s Get things done without regard for the needs of
team members
s Dominated by one or two team members
s Overstructured, with tight control
s Impatient with lack of progress
s Highly competitive and confrontative
s Self-serving : “look out for yourself”
s One-way communication
s People become testy, blameful and oversealous
s Frustration, anger and resistance to goals
s Defensiveness, competition and choosing sides
s Sub-group polarisation and infighting

34. 3 NORMING : Casual
s Low structure - high involvement
s Seeks to build a friendly and social team climate
s High concern for the needs of team members
s Unfocused, irrelevant, overly friendly
communications
s Informal information exchanges and social
encounters
s Feelings of mutual trust, respect and harmony
s Avoidance of conflict
s Focus on harmony and conformity
s Competitive relationships become co-operative
s Sense of team cohesion and close attachment to
the team.

35. 4 PERFORMING : True
teamwork
s High structure and direction - high involvement
s Get things done by working collaboratively with
each other
s Agreement on who they are, what they’re doing and
where they are going
s Team has clarified relationships and performance
expectations
s Participation by all team members in achieving
challenging goals
s Cooperative and productive climate
s Open, direct, relevant and business
communications
s Ability to prevent or work through team issues

36. Situational Leadership
(High) Leader behaviours
High High Task
Relationship and
and High
Relationship behaviour Low Task Relationship
Participating
(Supportive behaviour)
Selling
S3 S2
S4 S1
Delegating Telling
Low High Task
Relationship and
and Low
Low Task Relationship
(Low) Task behaviour (High)
(Directive behaviour)
Able & Able But Unable But Unable &
Willing Or Unwilling Or Willing Or Unwilling Or
Confident Insecure Confident Insecure
High
Low
R4 R3 R2 R1
Follower Readiness

37. Ways of handling conflict
(1.2) (1.5)
ASSERTIVE Competing Collaborating
(1.3)
Compromising
(1.1) (1.4)
Avoiding Accommodating
NOT ASSERTIVE
NOT CO-OPERATIVE CO-OPERATIVE

43. Rate yourself and be objective
P6
EQ Content Subscales
0 IntRApersonal EQ
Self-Regard 87
Emotional Self -Aw areness 62
Assertiveness 76
Independence 76
Self -Actualization 68
0 IntERpersonal EQ
Empathy 93
Note also the
Social Responsibly 104
categories
Interpersonal Relationship 65
0 Stress Management EQ
Stress Tolerance 60
Impulse Control 99
0 Adaptability EQ
Reality Testing 100
Flexibility 66
Problem Solving 82
0 General Mood EQ
Optimism 74
Happiness 59
50 70 90 110 130 150
Areas of Enrichment Ef f ective Functioning Enhanced Skills

44. Conversation: Mario
s What are the things (top priorities) you
need to:
- Let go? Stop? Maintain? Initiate?
s If you could change anything, what
would it be?
s (Yourself, team)

45. Current Heartbeat
What is complicating your life right now?
What keeps you awake (at night)?
What inspires you/makes you tick?
What are some of the indicators of high vitality in your life?
What gives your spirit, mind, heart and body energy?
What are your dreams/ fears?
What would you like to be remembered for?
Discuss your unfolding strategy.
What are the things (top priorities) you need to:
Let go? Stop? Maintain? Initiate?
If you could change anything, what would it be?
(Yourself, team)

46. Golden
s What is GOLDEN about you as a
person?
s What do you do well, what makes you
stand out and what are you known for?
s What are your assets? What are your
advantages/credentials?
s What experience do you have?

47. Red alerts
s Where are the RED ALERTS in your
life right now?
s Where are you vulnerable? What
problems are you currently having that
may develop into crises?
s Where are you “under pressure”?
s What obstacles do you face?

48. Rusty
s What looks a bit RUSTY about your
way of doing things?
s Where are you not focused right now?
Where are you losing your edge?
s What can you do better? What is done
badly? What could be improved?

49. Blue sky
s Where is the BLUE SKY and
opportunities in your life?
s Are there opportunities to cooperate
with other like-minded people? What
could be developed?
s What are good chances for you?

50. Reasons
Why should they keep you in similar
future teams
Why should they rather let you go?
What do you need to work on

51. We trust that this important activity will help
you to become....
....a vital kingpin in a winning team !