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Hub You - How To Give And Receive Feedback
They say TV rots your brain, but maybe sitcoms of the past serve a purpose beyond amusement after all. While most TV programs are fiction -- aside from the onslaught of reality TV, that is -- shows of the past are sometimes based on fact and can provide viewers with accurate depictions of the lives of others.Take a career in advertising, for instance. On shows like "Bewitched" and "Who's the Boss?" viewers are clued in on the lives of advertising agents at home, as well as in the office. So if you're interested in earning an advertising degree and striving for advertising careers, read on (and watch the reruns) -- you might learn something. Creativity Required in Advertising CareersWhen it comes to advertising careers, while an advertising degree is a necessity, creativity also plays a large role. As was the case with Darrin Stephens, the mortal husband advertising executive on "Bewitched." From time to time, the source of his creativity was his wife Samantha. While she vowed to give up her witchcraft to become an ordinary suburban housewife, she never really gave up her heritage. Sometimes creeping into her husband's advertising career, Samantha's quirky ways would help her husband advance.For example, there was a Halloween episode in which Samantha actively defied the fun holiday because it perp
It is too hard to examine and try to change many aspects of behaviour at one time.
Restrict your feedback to one or two important points so that you do not overwhelm the other person with too many things to consider.
5. Provide more praise than corrective feedback
Positive reinforcement is one of the strongest factors in bringing about change.
Unfortunately a lot of people always focus on the negative.
When you give corrective feedback, remember to point out corrective behaviours first. This is as important as pointing out mistakes and areas that need improvement.
And always end the conversation on a positive.
6. Give praise for expected performance
People deserve to be praised for doing their job to the expected level. Too many people take the expected level for granted however.
Remember that praising anyone who meets established standards is as important as praising the exceptional performer.
Praise is a strong motivator, and enough praise may be what it takes to turn an average employee into an exceptional one.
7. Develop Action Plans
Work together to identify the
Project managers and those associated with projects typically like to measure things. You use words like tons-per-day; cubic-feet-per-minute; megabits-per-second; and so on.Here is a new one for you. Would you be interested in knowing the team building success potential index (TSPI) of your next project? If so, here is a non-scientific, but very pragmatic, way to predict it.Select a response for each statement that is closest to your true feelings. When you finish, sum your scores, and use the reference table at the end to determine your next project's TSPI.1 = agree strongly 2 = agree somewhat 3 = disagree somewhat 4 = disagree strongly1.___ From a project standpoint, there is no useful difference between these phrases: "The work project people do" and "the project people who do the work".2. ___ Project people who are paid well should be expected to work well.3.___ The "storming phase" of a project's team development is inevitable.4.___ Team building facilitators are best used in planning and leading kick-off meetings and being available if a project gets stuck in a development phase.5. The nature of a project's matrix organization will nearly always cause these typical problems:a. ____ Team members with little or no project
During a "Managing Performance" session recently we covered what it takes to give praise and also constructive feedback.
Sometimes we feel uncomfortable when we have to pull employees up - but this need not be the case if we do it in the right manner.
Hence this tip!
Do you remember when your parents told you to eat your veg because they were good for you?
Now that you're an adult, you know they were right!
Well, just as they were right from the beginning, I'm asking you to trust me when I tell you this:
"Constructive feedback is the only way to learn and develop -both personally and professionally"
That means, you as Manager, have a responsibility to your staff to help them develop. That means, you have to give constructive feedback.
What is constructive feedback?
First, I'll tell you what it's not.
Constructive feedback is not criticism (which has a negative connotation because it is so often generalised and personal).
Constructive feedback is a not personal (e.g. you are lazy), but a targeted response to an individual's action or behaviour (e.g. you did not accomplish the task you agreed to complete) that is intended to help them learn, and is delivered from a place of respect.
Constructive feedback is not "closed" but rather invites the individual receiving the feedback to shed light, share their perspective, or provide their response. (e.g. Do you see it differently?)
Constructive feedback does not blame, but presents a collaborative approach to problem-solving. (e.g. If we are all to go home tonight on time, task A needs to get done. What support can the team offer to finish task A, so that everyone gets to go home on time.)
Why constructive feedback works...
Constructive feedback enables us to give honest, "tough messages" to those with whom we work.
However, instead of insulting, shutting-down others, or alienating those who receive the feedback, and thus lowering their morale and their resulting productivity, it motivates them to ask for help, and acknowledge a skill or competency deficiency, while feeling supported and respected.
Two of the most important factors influencing employee retention/satisfaction are: "great boss," and "feeling part of a team" (Hay Group Study on retention). Constructive feedback, because it is delivered out of respect and a genuine desire for the individual to improve, accomplishes both.
Providing feedback, in this way, enables you to build the competency and cohesiveness of your team, while effectively managing performance issues. It also enables you to remain respected, well liked, and overall, considered " a great boss."
Principles of feedback
1. Choose correct timing for feedback
Praise is most effective when given as soon as possible after the behaviour has occurred. Immediate feedback will help to reinforce a correct behaviour and make it more likely to happen again.
When an incorrect behaviour is not corrected with feedback, the staff member may incorporate it into his or her customer of colleague interactions unknowingly. It is highly desirable, when possible, to give corrective feedback before the situation occurs again.
2. Ask for self assessment
Beginning by asking the person for self-assessment involves them in the feedback process.
It helps to promote an open atmosphere and dialogue between the person doing the coaching and the person being coached. Often the person is well aware of his or her won strengths and weaknesses.
It is more effective to allow the person to voice opinions before providing your own assessment of performance.
Through self-assessment, the person can gradually assume more responsibility for his or her own abilities and performance.
3. Focus on specifics
When you focus on a specific correct or incorrect behaviour, you remove the feedback from the sphere of personality differences and the other person will be more willing and able to change.
For example, when providing corrective feedback:
Do: "When you were talking to customer xyz, I noticed that you forgot to use her name"
Don't: "You are not building rapport with the customer"
When providing praise:
Do: "When you spoke to customer xyz, I noticed that you used really good open and closed questioning techniques"
Don't: "You communicated well there"
4. Limit feedback to a few important points
Good coaches and communicators identify one or two critical areas and help the person address them one at a time.
It is too hard to examine and try to change many aspects of behaviour at one time.
Restrict your feedback to one or two important points so that you do not overwhelm the other person with too many things to consider.
5. Provide more praise than corrective feedback
Positive reinforcement is one of the strongest factors in bringing about change.
Unfortunately a lot of people always focus on the negative.
When you give corrective feedback, remember to point out corrective behaviours first. This is as important as pointing out mistakes and areas that need improvement.
And always end the conversation on a positive.
6. Give praise for expected performance
People deserve to be praised for doing their job to the expected level. Too many people take the expected level for granted however.
Remember that praising anyone who meets established standards is as important as praising the exceptional performer.
Praise is a strong motivator, and enough praise may be what it takes to turn an average employee into an exceptional one.
7. Develop Action Plans
Work together to identify the d
GroupwareGroupware is a software package that manages the ad hoc collaboration needs of the Information Age of business.In an information age of business, new phrases describe new styles of business. The word used to describe today’s fast-paced business collaboration methods: ad hoc. In other words, though the ideal method of collaboration is thorough record keeping, deadlines and demands require rapid response. As emails and attachments are fired back and forth between parties, and edits and drafts are drastically saved on multiple drives and in multiple email boxes, document management becomes increasingly difficult.The invisible hand has swooped through the market to create various document management software packages, like FileNet. However, many of these technologies are not equipped to handle ad hoc collaboration, nor can they bypass IT overhead or work for those with whom you may communicate, especially at other companies. Finding a content management tool that works the way businesses work has become an increasingly difficult task.What Do Businesses NeedSteven R. Covey was insightful in pointing out that one of the seven habits of highly effective people is “Begin with the End in Mind.” I would like to alter that slightly to say that in seeking for groupware that meets a bus
Constructive feedback is not "closed" but rather invites the individual receiving the feedback to shed light, share their perspective, or provide their response. (e.g. Do you see it differently?)
Constructive feedback does not blame, but presents a collaborative approach to problem-solving. (e.g. If we are all to go home tonight on time, task A needs to get done. What support can the team offer to finish task A, so that everyone gets to go home on time.)
Why constructive feedback works...
Constructive feedback enables us to give honest, "tough messages" to those with whom we work.
However, instead of insulting, shutting-down others, or alienating those who receive the feedback, and thus lowering their morale and their resulting productivity, it motivates them to ask for help, and acknowledge a skill or competency deficiency, while feeling supported and respected.
Two of the most important factors influencing employee retention/satisfaction are: "great boss," and "feeling part of a team" (Hay Group Study on retention). Constructive feedback, because it is delivered out of respect and a genuine desire for the individual to improve, accomplishes both.
Providing feedback, in this way, enables you to build the competency and cohesiveness of your team, while effectively managing performance issues. It also enables you to remain respected, well liked, and overall, considered " a great boss."
Principles of feedback
1. Choose correct timing for feedback
Praise is most effective when given as soon as possible after the behaviour has occurred. Immediate feedback will help to reinforce a correct behaviour and make it more likely to happen again.
When an incorrect behaviour is not corrected with feedback, the staff member may incorporate it into his or her customer of colleague interactions unknowingly. It is highly desirable, when possible, to give corrective feedback before the situation occurs again.
2. Ask for self assessment
Beginning by asking the person for self-assessment involves them in the feedback process.
It helps to promote an open atmosphere and dialogue between the person doing the coaching and the person being coached. Often the person is well aware of his or her won strengths and weaknesses.
It is more effective to allow the person to voice opinions before providing your own assessment of performance.
Through self-assessment, the person can gradually assume more responsibility for his or her own abilities and performance.
3. Focus on specifics
When you focus on a specific correct or incorrect behaviour, you remove the feedback from the sphere of personality differences and the other person will be more willing and able to change.
For example, when providing corrective feedback:
Do: "When you were talking to customer xyz, I noticed that you forgot to use her name"
Don't: "You are not building rapport with the customer"
When providing praise:
Do: "When you spoke to customer xyz, I noticed that you used really good open and closed questioning techniques"
Don't: "You communicated well there"
4. Limit feedback to a few important points
Good coaches and communicators identify one or two critical areas and help the person address them one at a time.
It is too hard to examine and try to change many aspects of behaviour at one time.
Restrict your feedback to one or two important points so that you do not overwhelm the other person with too many things to consider.
5. Provide more praise than corrective feedback
Positive reinforcement is one of the strongest factors in bringing about change.
Unfortunately a lot of people always focus on the negative.
When you give corrective feedback, remember to point out corrective behaviours first. This is as important as pointing out mistakes and areas that need improvement.
And always end the conversation on a positive.
6. Give praise for expected performance
People deserve to be praised for doing their job to the expected level. Too many people take the expected level for granted however.
Remember that praising anyone who meets established standards is as important as praising the exceptional performer.
Praise is a strong motivator, and enough praise may be what it takes to turn an average employee into an exceptional one.
7. Develop Action Plans
Work together to identify the
Effective leadership requires leaders with certain personal characteristics to lead organizations. According to Hogan el al, anywhere from 48% to 82% of the variance in leadership emergence rankings was due to personality (p. 498). People who have personalities that match the big-five personality characteristics of "surgency, agreeableness, conscientiousness, emotional stability, and intellect" (Hogan et al) are more successful as leaders than those who do not. These individuals have the will and desire to look for positions of influence, are able to work effectively with people, are intelligent enough to see and understand complex issues facing organizations, and have the emotional strength and stability to make the sacrifices necessary to be an effective leader and give a sense of stability and commitment to teams and organizations.While many skills may be taught, these basic personality characteristics are likely gained during a lifetime of experience starting in the early years of an individual's development. These experiences are gained through experiences in the home, early education, team sports, early opportunities to lead groups, teams etc. By the time that an individual enters the work force, and is promoted to a management position, these basic personality traits are well engrained into the individual's psyc
Providing feedback, in this way, enables you to build the competency and cohesiveness of your team, while effectively managing performance issues. It also enables you to remain respected, well liked, and overall, considered " a great boss."
Principles of feedback
1. Choose correct timing for feedback
Praise is most effective when given as soon as possible after the behaviour has occurred. Immediate feedback will help to reinforce a correct behaviour and make it more likely to happen again.
When an incorrect behaviour is not corrected with feedback, the staff member may incorporate it into his or her customer of colleague interactions unknowingly. It is highly desirable, when possible, to give corrective feedback before the situation occurs again.
2. Ask for self assessment
Beginning by asking the person for self-assessment involves them in the feedback process.
It helps to promote an open atmosphere and dialogue between the person doing the coaching and the person being coached. Often the person is well aware of his or her won strengths and weaknesses.
It is more effective to allow the person to voice opinions before providing your own assessment of performance.
Through self-assessment, the person can gradually assume more responsibility for his or her own abilities and performance.
3. Focus on specifics
When you focus on a specific correct or incorrect behaviour, you remove the feedback from the sphere of personality differences and the other person will be more willing and able to change.
For example, when providing corrective feedback:
Do: "When you were talking to customer xyz, I noticed that you forgot to use her name"
Don't: "You are not building rapport with the customer"
When providing praise:
Do: "When you spoke to customer xyz, I noticed that you used really good open and closed questioning techniques"
Don't: "You communicated well there"
4. Limit feedback to a few important points
Good coaches and communicators identify one or two critical areas and help the person address them one at a time.
It is too hard to examine and try to change many aspects of behaviour at one time.
Restrict your feedback to one or two important points so that you do not overwhelm the other person with too many things to consider.
5. Provide more praise than corrective feedback
Positive reinforcement is one of the strongest factors in bringing about change.
Unfortunately a lot of people always focus on the negative.
When you give corrective feedback, remember to point out corrective behaviours first. This is as important as pointing out mistakes and areas that need improvement.
And always end the conversation on a positive.
6. Give praise for expected performance
People deserve to be praised for doing their job to the expected level. Too many people take the expected level for granted however.
Remember that praising anyone who meets established standards is as important as praising the exceptional performer.
Praise is a strong motivator, and enough praise may be what it takes to turn an average employee into an exceptional one.
7. Develop Action Plans
Work together to identify the
eBay sellers can place themselves at a big advantage by specializing in hot products. But to find these hot products they need to understand the mentality of eBay shoppers.eBay shoppers are guided by their desire to save money, be entertained, and gift giving.Many customers buy on eBay to take advantage of price savings not offered in the offline world. To win over these customers you need to focus on merchandise which you can sell at a drastic discount off of the original retail price.eBay customers looking for entertainment are either searching for hard to find items, are collectors, or are motivated out of curiosity.You can combine these needs with the need to save money, and lend a further boost to your eBay sales.Finally, the last category of eBay shoppers is comprised of people looking to purchase gifts. These shoppers are looking for clothing, collectibles, movies, music, antiques, and novelties.To capture sales from eBay gift givers you need to sell unique items. You can also sell items which you can describe in a way that shows their gift potential.Keeping in mind the previous reasons for eBay purchases, you can start developing selling strategies.Instead of simply buying inexpensive merchandise to sell on eBay, look for merchandise which would serve the interest
It is more effective to allow the person to voice opinions before providing your own assessment of performance.
Through self-assessment, the person can gradually assume more responsibility for his or her own abilities and performance.
3. Focus on specifics
When you focus on a specific correct or incorrect behaviour, you remove the feedback from the sphere of personality differences and the other person will be more willing and able to change.
For example, when providing corrective feedback:
Do: "When you were talking to customer xyz, I noticed that you forgot to use her name"
Don't: "You are not building rapport with the customer"
When providing praise:
Do: "When you spoke to customer xyz, I noticed that you used really good open and closed questioning techniques"
Don't: "You communicated well there"
4. Limit feedback to a few important points
Good coaches and communicators identify one or two critical areas and help the person address them one at a time.
It is too hard to examine and try to change many aspects of behaviour at one time.
Restrict your feedback to one or two important points so that you do not overwhelm the other person with too many things to consider.
5. Provide more praise than corrective feedback
Positive reinforcement is one of the strongest factors in bringing about change.
Unfortunately a lot of people always focus on the negative.
When you give corrective feedback, remember to point out corrective behaviours first. This is as important as pointing out mistakes and areas that need improvement.
And always end the conversation on a positive.
6. Give praise for expected performance
People deserve to be praised for doing their job to the expected level. Too many people take the expected level for granted however.
Remember that praising anyone who meets established standards is as important as praising the exceptional performer.
Praise is a strong motivator, and enough praise may be what it takes to turn an average employee into an exceptional one.
7. Develop Action Plans
Work together to identify the
There are two major ways to estimate the lengths (i.e., durations) of tasks. The simplest way is to estimate the elapsed time of a task.If someone says it will take him a week to do a particular task, he is probably offering an elapsed-time estimate. They generally mean that it will take him one work week to get a task done, not that it will take them 40 hours. When estimating elapsed time, people generally account for not working on the project tasks full-time, and for working on other, higher-priority tasks first.In most projects, however, lengths should be estimated based on the amount of work, not the amount of time. That way, adding resources will shorten a task, and using resources only part-time will lengthen a task. Tasks that fluctuate like this depending on the resources assigned are called resource–constrained tasks.There are several ways to estimate the resource time for a task. One is to let the project manager calculate the estimates based on an employee’s performance on similar tasks. Another is to let the employees performing the tasks calculate their estimates, generally based on how they performed on similar tasks. A third way to estimate is to use standard metrics for generic tasks.Although many project managers like to follow the standards established by these generic metrics, their p
It is too hard to examine and try to change many aspects of behaviour at one time.
Restrict your feedback to one or two important points so that you do not overwhelm the other person with too many things to consider.
5. Provide more praise than corrective feedback
Positive reinforcement is one of the strongest factors in bringing about change.
Unfortunately a lot of people always focus on the negative.
When you give corrective feedback, remember to point out corrective behaviours first. This is as important as pointing out mistakes and areas that need improvement.
And always end the conversation on a positive.
6. Give praise for expected performance
People deserve to be praised for doing their job to the expected level. Too many people take the expected level for granted however.
Remember that praising anyone who meets established standards is as important as praising the exceptional performer.
Praise is a strong motivator, and enough praise may be what it takes to turn an average employee into an exceptional one.
7. Develop Action Plans
Work together to identify the desired performance or result and how it can be achieved.
Decide when the steps will be accomplished.
Useful techniques to use when giving feedback..
Now that we have highlighted the main principles of giving feedback, lets look at some useful techniques we can use in feedback sessions:
Open-ended questioning
Use open-ended questions to allow and encourage the person to give more detail and elaborate.
Use words like:
What?
How?
Who?
Tell me?
Avoid closed questions when you are trying to get more information from someone.
Avoid words like:
Do you?
Did you?
Have you?
Also be careful when you use the word "Why". The person may think that you are blaming them or being critical if you use it. They may think that you disagree with them if you use this word.
Reflecting Back
This is about putting what the other person has said into your own words and reflecting it back.
This is called paraphrasing and by doing this it shows that you are listening and more importantly that you are listening and understanding!
For example:
Individual - "I always seem to get the rough end of the stick - no-one listens to me at all.."
You - "You seem concerned that no-one listens to you and that you seem to be getting a dumb deal"
Maintaining Silence
Encourage the person to take their time.
Always give the other person time to think through their reply to a challenging answer.
Do not feel uncomfortable about silences but do be wary that silence can make people feel very uncomfortable.
Maintain eye contact and demonstrate an interest.
Summarising
Summarise the output of the meeting and action plan to ensure that you have heard correctly and understood from his/her perspective.
Restate the key aspects of the feedback discussion
Conclude the discussion and focus on planning for the future.
Example: "The three major issues you raised were..." " To summarise then...."
Being Sensitive
Acting sensitive to the needs of the person is important as they may reject the feedback initially.
Give the person space to think in his/her time. This may help the person to absorb the feedback
Initiating Action and Offering Ideas
Example:
"Can you think of an action that would help build on your skills in this area?"
Offer ideas without forcing your personal opinion.
"One thing you might do is."
"Have you thought about.."
"Your options include.."
"What can I do to help?"
Gaining Ownership
Help the person to integrate the feedback into their own experience and view of themselves.
Link the feedback as much as possible to business results and objectives - this will help increase ownership.
Any change in behaviour will only occur through acceptance and ownership of then feedback by that person.
Receiving Feedback
As long as feedback is given in a non-judgmental and appropriate way, it is a valuable piece of information for learning and for our continued development as a person.
Constructive feedback is critical for self-development and growth; here are some points to bare in mind when you receive feedback.
1. Don't shy away from constructive feedback, welcome it
2. Accept feedback of any sort for what it is - information
3. Evaluate the feedback before responding
4. Make your own choice about what you intend to do with the
information
The feedback emotional roller-coaster
Whether you are giving or receiving feedback it is useful to bare in mind the following model when it comes to people who receive feedback.
D A W A
D ENIAL
When people first receive feedback, they have a tendency to deny
it. Please avoid immediate defensiveness - arguing, denying and
justifying. This just gets in the way of your appreciation of
the information you are being given.
A NGER
After the denial stage comes anger! So you've been told that
your work is not as good as what it ought to be. You've
said, "It's as good as always" so you are denying it then you
become angry as it stews in your mind and body. The immediate
reaction is to fume!
W ITHDRAWAL
After the anger has calmed down, the person has had time to
reflect and ponder on the feedback. "Well, I have been making
more mistakes then normal" This is when time is taken out to
mull over the feedback and think about what it actually means.
A CCEPTANCE
The final part of this model is finally accepting the feedback,
assessing its value and the consequences of ignoring it, or
using it. "I HAVE been making mistakes"
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