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Tools for Effective Feedback
The document discusses the importance of constructive feedback and creating a culture that fosters performance improvement among employees. It emphasizes earned respect from leaders, clear communication of expectations, and the necessity of specific and frequent feedback. The five conversations framework is proposed as a method to guide discussions on job satisfaction, strengths, opportunities for growth, and continuous improvement.
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Tools for Effective Feedback
- 1. Tools for EffectiveFeedback: Creating a Culture for Performance Improvement Dr. Tim Baker tim@winnersatwork.com.au www.winnesatwork.com.au
- 2. Some sobering statistics Some howto’s 3 models
- 4. Roughly by athree 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 aremy 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?
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- 9. Make your feedbackspecific “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.”
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- 14. Focus on thefuture
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- 16. Avoid confrontation & argument Emphasis strengths as wellas weaknesses Seek out the causes
- 17. The five conversationsframework 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. Five More DevelopmentalConversations … Coaching conversation Mentoring conversation Delegating conversation Visioning conversation Encouraging conversation Baker, T. & Warren, A. (2015). Conversations at Work: Promoting a Culture of Conversation in the Changing Workplace
- 20. 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 $176 per person tim@winnersatwork.com.au
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- 22. Dr Tim Baker tim@winnersatwork.com.au www.winnersatwork.com.au 20%Discount plus postage
Editor's Notes
- #18 So those are the main barriers to communication. So how do we encourage more productive conversations and meaningful dialogue? You need a framework in place that promotes these conversations. I want to share with you two frameworks. Both of these frameworks can, and should be, recorded for reference. The first of this frameworks that we discuss in Conversations at Work is The Five Conversations Framework. Briefly describe the framework and the fact that some organisations are using this as a substitute for the traditional performance review.
- #19 Which of these conversations do you need to do more of? Coaching conversation Coaching conversations can take place informally, spontaneously, and briefly. We might call it “corridor coaching.” Mentoring conversation While coaching and mentoring are clearly related, and the descriptions sometimes used interchangeably, there is a difference in dialogue. Where the coaching conversation is solution-focused, and driven by the needs and goals of the person being coached, the mentoring conversation is often more general and tends to directly tap the experience and expertise of the mentor. Delegation conversation The delegation conversation is not about dumping work or responsibility on someone else, nor is it about abrogating our own responsibilities. It’s about incrementally increasing others’ responsibilities as a part of their continuous development. Visioning conversation Visioning can sound like a fluffy concept, but it’s actually a quite everyday need we have in our work and in our lives. We all crave a sense of purpose and meaning in what we do. Simon Sinek reminds us in his book, Start with the why, that “it doesn’t what you do, it matters why you do it. We need to explain the why. Encouraging conversation Opportunities to engage in encouraging conversations are perhaps amongst the easiest and certainly amongst the most enjoyable. A key to bringing out the best in others is to express appreciation, acknowledge contribution, and celebrate achievements.