The document discusses the importance of feedback for team improvement, revealing that a significant majority of individuals prefer corrective feedback over praise for development. It outlines effective methods for delivering constructive feedback, including focusing on issues rather than personal attributes, demonstrating empathy, and facilitating discussions to achieve performance goals. It emphasizes the costs of not providing negative feedback and highlights common mistakes to avoid when giving feedback.

1. Its all about helping teams to achieve goals / objectives
Providing Improvement Feedback

2. Do you seek feedback?
Do you like receiving feedback?
Do you give feedback?
Do you like giving feedback?
What feelings you go through while giving
feedback?
How will above answers change w.r.t.
improvement/developmental feedback?

3. Study says that people seek developmental feedback
A significantly larger number (57%)
preferred corrective feedback; only
43% preferred praise/recognition.
When asked what was most helpful
in their career, fully 72% said they
thought their performance would
improve if their managers would
provide corrective feedback
Source: http://blogs.hbr.org/2014/01/your-employees-want-the-negative-feedback-you-hate-to-give/

4. Feedback vs Performance
• 09-12-2016
4
92% of the respondents
agreed with the assertion,
“Negative (redirecting)
feedback, if delivered
appropriately, is effective at
improving performance.

5. • A negative feedback becomes an uncomfortable conversation.
– We fear having
– We delay as much as possible
– Affects us, making us uncomfortable or even stressed
– We finally have, but can’t wait for it to be over
– Hence either we avoid giving developmental/constructive/negative feedback or rush
while delivering it thereby making it ineffective
• Our preferred ways of having such conversations:
– confront/explode
– endure until it is over
– Avoid/ ignore / delay
– have the conversation in your head
– say yes, mean no
• Costs of not giving negative feedback
What really happens

6. Costs of not giving negative feedback
typical costs of NOT
having conversations
typical costs of
having conversations
Potential impact at workplace
Discomfort
Mediocre collaboration, poor innovation
Lost opportunities
Delayed or incomplete tasks
Ongoing concern of not doing the right thing
Broken relationships

7. Case Studies

8. How to give constructive feedback
effectively

9. 1. Focus on issues and not on the person
• Constructive feedback to move forward
• Intention is to HELP improve performance
• Attack the issue
• Pinpoint specific instances
• Encourage the other person to share his or her perspective
• Paraphrase and confirm understanding of the other
person’s viewpoint
• Acknowledge the person’s feelings, intentions, and values

10. 2. Demonstrate Empathy
• Empathy vs. empathic technique
• Encouraging and inviting to talk
• Paraphrasing
• Verbal and non-verbal acknowledgement and acceptance
• Empathic Listening happens at three levels:
– Content
• What is being said?
– Feelings
• How is the person saying it?
– Value
• Why is this important to the speaker?
• Be aware of own and receiver’s emotions

11. 3. Facilitate to achieve end goal
• You and the team reach agreement about:
– What behaviors need to change
– How to achieving and assess performance improvement
– How/what you as a coach will provide support
• Do not to try solve the problems of others
• Assist the coachee in the problem-solving process
– To identify issue or problem
– To look for root causes
– To generate solutions and consider consequences
– Find value in all ideas
– Build on existing ideas
– Combine elements to create new alternatives
– Move from “either/or” to “yes, and” thinking

12. 4. Timing , Place, Situation & Delivery
• + = public, - = private
• Assess readiness
• Deliver in timely manner
• Describe observable behavior
• Focus on performance outcomes, not personality
• Balance feedback
– Single vs. “sandwich” approach
• Suggest specific alternatives
• Always deliver in person

13. Common mistakes while delivering feedback
• Delivering feedback when angry
• Blaming, accusing, and interpreting
• Making personal attacks
• Giving feedback that is too gentle or indirect
• Avoid ‘Thinking Traps’
• All-or-nothing
• Overgeneralization
• Catastrophizing
• Personalization
• Mind-reading
• Fortune-telling
• Not dealing With Strong Emotions

14. Dealing With Strong Emotions
• We are all emotional creatures, and need to
manage our own and others’ emotions
• Be aware of your own reactions and feelings
towards emotional displays
• Respond with empathy
• Allow quiet time for individual
• Most common emotions in workplace
– Tears
– Anger

15. Summary
• Be supportive and calm
• Assess readiness for feedback
• Provide direct and specific feedback
• Separate intent from impact
• Be aware of your own reactions
• Be prepared if delivering feedback
from others. Balance positive and
negative messages
• Avoid personal interpretations about
personality or character attributes
• Be specific
• Be prompt
• Talk about the behavior, not the
person
Feedback Do’s Feedback Dont’s
• Compare one employee to another
• Provide critical feedback in a public
setting
• Provide destructive feedback
• Complain to others
• Avoid giving feedback
• Overreact
• Lecture
• Delay giving feedback
• Deliver feedback when angry
• Blame, accuse or judge
• Assume your interpretations were
correct
• Make personal attacks
• Give feedback that is too gentle or
indirect

16. Thank you