Managers the world over are reluctant to give timely, relevant, and useful feedback; particularly when it is negative. They are often afraid of ‘opening a can of worms’ or can’t find the time to do so. In this presentation, we look at some simple strategies and tools for giving effective feedback that is most likely to improve performance. By the end of this broadcast, you will be able to: • Understand the key ingredients of broaching sensitive topics with team members in effective ways; • Apply some tools for giving effective feedback; and • Build your confidence in giving all types of feedback in the workplace.

1. Tools for Effective Feedback
Creating a Culture for Performance Improvement
leadership &
Dr Tim Baker
tim@winnersatwork.com.au
www.winnersatwork.com.au

2. Some
findings
Managing
expectations
Key tools
Five
conversations
framework

4. Roughly by a three to one margin, employees
believe that constructive feedback does more to
improve their performance than positive feedback
The secret to having employees listen to your
feedback is whether or not they respect you.
Respect is earned, incredibly hard to get, and
requires authenticity.
You could have the
exact same thing said
by two different
people with two
completely different
effects.

6. Managing Expectations
What are my expectations as the leader?
Have I communicated these expectations to my team?
Do my team understand my expectations?
Do my team members accept my expectations?
Are my team members omitted to meeting those expectations?
Do my team members know how they are performing against those expectations?
Am I supporting my team members to achieve those expectations?

7. Timing

8. Specific

9. Make your feedback specific
“Overall good job on the
presentation at this
morning’s meeting. But it
could have been better.”
This is so vague. What was
wrong with it. Plus, just
because you didn’t like it,
does it necessarily mean it is
bad? How could it have been
better?
“Great job on the presentation!
I really like how you used
statistics to back up your key
points.
One small comment: Maybe for
next time would be to invite
more comments from the group
to get them more involved.”

10. Frequency

11. Questions

12. Privacy

13. Critical Incidents

14. Focus on the future

15. Guidelines for
Conversations
on Poor
Performance

16. Avoid
confrontation
& argument
Emphasis
strengths as
well as
weaknesses
Seek out
the causes

17. The Five Conversations Framework
Date Topic Content Key Questions
Month 1 Climate review Job satisfaction, morale
and communication
• How would you rate your current job satisfaction?
• How would you rate morale?
• How would you rate communication?
Month 2 Strengths
and talents
Efficiently deploying
strengths and talents
• What are your strengths and talents?
• How can these strengths and talents be used in your current
and future roles in the organisation?
Month 3 Opportunities
for growth
Improving performance
and standards
• Where are opportunities for improved performance?
• How can I assist you to improve your performance?
Month 4 Learning and
development
Support and growth • What skills would you like to learn?
• What learning opportunities would you like to undertake?
Month 5 Innovation and
continuous
improvement
Ways and means to improve
the efficiency and
effectiveness of the business
• What is the one way that you could improve your own working
efficiency?
• What is the one way that we can improve our team’s
operations?
Baker, T. (2013). The End of the Performance Review: A New Approach to Appraising Employee Performance

18. Mod 1 – The Ingredients of Effective Feedback
Mod 2 – Enhancing Your Personal Influence
Mod 3 – Optimising Team Performance
Mod 4 – Getting the Very Best from People
Mod 5 – Understanding People and their Personalities
Mod 6 – Facilitating Effective Meetings
leadership & performance