©2013 center for creative leadership. all rights reserved. sbi feedback.pdf · ©2013 center for...
TRANSCRIPT
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©2013 Center for Creative Leadership. All Rights Reserved.
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©2013 Center for Creative Leadership. All Rights Reserved.
Feedback That Works
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©2013 Center for Creative Leadership. All Rights Reserved.
What Is Feedback?
Information you receive in response to actions you have
taken or behaviors you have shown others.
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©2013 Center for Creative Leadership. All Rights Reserved.
Why Give Feedback?
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©2013 Center for Creative Leadership. All Rights Reserved.
Why Give Feedback
To motivate someone to:
Continue a behavior that increases their impact and effectiveness
Stop using a behavior that reduces their impact and effectiveness
Begin or modify a behavior that increases their impact and effectiveness
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©2013 Center for Creative Leadership. All Rights Reserved.
Things We Know About Feedback
• Feedback is difficult
• It is a skill that must be developed
• It is an essential and a powerful developmental tool
• Employees expect feedback from their leaders
• Leaders may resist giving feedback
• Feedback helps leaders become agile learners and skillful leaders
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©2013 Center for Creative Leadership. All Rights Reserved.
Effective Feedback
• Makes information useful to others
• Allows you to replicate and improve performance
• Is developmental in nature
• Is direct
• Is Behaviorally anchored
• Is non-evaluative
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How To Give Effective Feedback: The SBI Model
• Situation
•Behavior
• Impact
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©2013 Center for Creative Leadership. All Rights Reserved.
The SBI Feedback Model
• Situation is: The specific event or circumstance
• Behavior is: Observable actions
Verbal comments
Nonverbal behaviors and signals
Mannerisms
• Impact is: What I (or others) think, feel, or do as a result
I felt … I thought …
It is not an interpretation or judgment on motivation or intent
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©2013 Center for Creative Leadership. All Rights Reserved.
Situation
• Anchors feedback in
• time and place
• Helps person to whom the feedback is being given understand the context
Example: “When you presented our team’s analysis and recommendations to the senior management team last Thursday, …”
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©2013 Center for Creative Leadership. All Rights Reserved.
Behavior
• Allows person receiving feedback to know specifically how they behaved
• Behaviors are things that can be recorded — visually or aurally
Example: “… You spoke clearly and concisely. You provided details when making your point and you answered questions directly …”
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©2013 Center for Creative Leadership. All Rights Reserved.
Impact
• Thoughts, feelings, and actions we take as a result of people’s Behaviors
Emotionally
On the task
On the group
Example: “… Consequently, the Director approved the plan and gave it full funding. I was proud of you.”
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©2013 Center for Creative Leadership. All Rights Reserved.
Pop Quiz – Identify the Behavior
Overconfident
Very aggressive
Needs to be less tactical and more strategic
Arrogant
Analytical; extremely logical in his/her approach
Good team player who cares about the people in his/her department
Extremely productive
Excellent all-around manager
Decisive
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Behavioral Feedback Form Example Situation Behavior Impact
1 In the board meeting, you shared the good news that the marketing department had secured a major new contract.
You called the team to the front of the room and led the meeting in praising them and applauding their success.
I felt engaged and energized by what you did.
2 In the afternoon, you called me and instructed me to come to your office immediately
Your spoke in a loud direct voice
I felt like I had done something wrong and was about to be criticized.
3 When we talked about your divisional strategy document.
You asked for my input and changed your mind as a result of my suggestion.
I felt included, encouraged, enabled and free to speak my mind. The impact on the organization was that we developed a joint strategy that was widely supported and accepted.
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©2013 Center for Creative Leadership. All Rights Reserved.
Suggestions for Gathering Feedback
• Collect at least two observations per person
• Notice behaviors from class and social settings
• Record observations as soon as possible
• Look for the positive
• Look for the developmental
• Stick to SBI Model
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©2013 Center for Creative Leadership. All Rights Reserved.
SBI Practice
• Situation
• Behavior
• Impact
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©2013 Center for Creative Leadership. All Rights Reserved.
When Giving Feedback
• Be as specific as possible
• Focus on the changeable
• Speak for yourself
• Speak directly to the person; look at them
• Provide balanced feedback
• Don’t explain away
• Be honest; be kind
• Avoid prescriptions and “shoulds” or “musts”
• Use the Situation-Behavior-Impact (SBI) model
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©2013 Center for Creative Leadership. All Rights Reserved.
• Look at the person giving you feedback.
• Listen for themes and patterns.
• You do not have to agree with the feedback , just understand what is being said. Remember, people are sharing their perceptions and are trying to do their best.
• Do not defend, justify, or explain away. Listen!!
• The person receiving the feedback can only ask questions of clarification when receiving the feedback. This is not a time for debate.
• Feedback is a gift so after you have received it say: Thank you!
When Receiving Feedback
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©2013 Center for Creative Leadership. All Rights Reserved.
Peer Feedback Groups
Group B Group A
Group D Group E
A Aanbarasu
Barun Kumar Sahu
Nand Kumar
Monika Verma
Rajesh Arya
Jayanthi Sriram
Sudhir Rajpal
Ram Kumar Kakani
Nishant Warwade
A A A Faizi
APM Mohammed
Hanish
G C Reddy
Sarita Mishra Kolhe
S Geroge Thekkedan
Prem Singh
Nikhil Gupta
S S Srinivas
Ranjana Chopra
Jayesh Ranjan
Radhika Jha
Group C
Sanjeev Chopra
Vijoy Kumar Singh
Vineeta Vaid Singal
Nidhi Sharma
Group F
Seema Jain
Ratnesh Singh
Bipul Pathak
Sanjay Bahadur
K S Srinivas
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