the art of giving - help & support · sometimes, i think you slack because the tasks are never...
TRANSCRIPT
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THE ART OFGIVINGFEEDBACK
What to say, when to say it to get maximum impact
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Content Marketing Specialist
Jacob ShriarEngagement Specialist
Alexandre Michaud
Nice to meet you!
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FEEDBACK +
RECOGNITION
The 1-2 punch combo that every leader needs:
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Objectives
Differentiate recognition from constructive feedback
Structure / build the sentences to give better feedback
Communicate feedback in the most effective way
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Agenda
1. Why give feedback?
2. Game
3. Types of feedback and their effectiveness
4. Steps to build positive and constructive feedback
5. Tips and tricks
6. Game follow-up
7. Q&A
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WHY GIVEFEEDBACK?
1
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Feedback is like a relay race:it’s a dialog.
Feedback Academy
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In our research (over 1800 companies) we found that:
of employees said they wanted more
feedback.
65%of employees say
they would work harderif they felt their efforts
were better recognized.
69%said they preferred to
receive corrective feedback versus 43% that said they
would want the praise.
57%
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2
LET’S LOOK ATSOME FEEDBACKSTATEMENTS
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Good job!
John, you are late again?
In the future, is there a place you can validate the information before sendingit to a client?
Sometimes, I think you slack because the tasks are never completed on time.
Good job with the planning.
I noticed you haven’t shown up for the last2 team meetings. I’m worried that you missed some important information. Can we meet to discuss What we missed?
Last week, I heard you gave wrong information to a client.
Sometimes, I notice you do not complete the task you start.Is my perception correct?
1 2
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TYPES OFFEEDBACK
3
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CONSTRUCTIVEFEEDBACK
- Guidance
- Foster a desired behavior
- To express concerns
RECOGNITION(Positive Feedback)
- Giving praise
- Reinforce a desired behavior
- To express appreciation
Which type is the most effective to change someone’s behaviors (has the most impact on performance)?
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more likely to make workers actively engaged at work when managers focus on employee’s strengths.
30x
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No one likes to give negative feedback,but everyone wants to hear it.
Give positive feedback
0.1
-2.3
2.3
4.7
Receive negative feedback
Receive positive feedback
Give negative feedback
TEND TO PREFER
TEND TO AVOID
Source Zenger/Folkman HBR.org
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Happy employees
Quality work
Happy customers
Referrals
The ROI of Engagement
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The stages of the feedback mindset
EVALUATIVE INTERPRETIVE SUPPORTIVE PROBING UNDERSTANDING
Judgement on a behavior
Test your understanding
Help someone to change with encoura-gement
Seek the root cause
Empathy to understand the whole person
EFFECTIVENESS
Source Carl Rogers
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4
HOW TO BUILD FEEDBACK STATEMENTS?
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Identify ONE behavior
Probe on the WHY
Agree on a goal and offer support
1
- Identify the positive consequences from an organizational point of view
- Identify the advantages for the employee
HOW TO BUILD CONSTRUCTIVE FEEDBACK
2
3
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1
2
3
HOW TO BUILD POSITIVE FEEDBACK
Focus on the behavior (be specific)
Identify the impacts
Link it to a positive outcome for the individual
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An employee didn’t deliver a project on time
The project wasn’t delivered on time, do you have any idea why?
As you know, we’re trying to get everything organized, so if you’re late on a project, it slows down the rest of the team.
We’ll just make sure that for the next time, you have more time and resources to finish on time. I think for the next time, what you could do is schedule blocks of time maybe one day a week to make sure that you’re not overloaded with work towards the end.
I tried that on my last project and it made a huge difference.
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TIPS & TRICKS FOR LEADERS
5
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- Being honest
- Praising efforts
- Building your feedback based on facts
BE PREPARED
STOP KEEP
- The sandwich technique
- Thinking that bad behavior needs to be addressed ASAP.
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RECOGNIZE THAT EMPLOYEES WANT FEEDBACK
STOP KEEP
- Being afraid to tell employees how you feel
- Not taking the time to give feedback
- Scheduling time in your agenda to give feedback on a regular basis
- Giving positive feedback in public as much as you can
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BE TRANSPARENT, AUTHENTIC AND SHOW EMPATHY
STOP KEEP
- Preaching
- Thinking that an A player never makes mistakes
- Talking 20% of the time and listening 80% of the time
- Utilizing « I » statement
- Giving feedback with a hidden agenda in mind
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6
LET’S GO BACKTO THE GAME WE STARTED WITH
Why is one statement better than another one?
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Good job!
John, you are late again?
In the future, is there a place you can validate the information before sendingit to a client?
Sometimes, I think you slack because the tasks are never completed on time.
Good job with the planning.
I noticed you haven’t shown up for the last2 team meetings. I’m worried that you missed some important information. Can we meet to discuss What we missed?
Last week, I heard you gave wrong information to a client.
Sometimes, I notice you do not complete the task you start.Is my perception correct?
1 2
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Objectives
Differentiate recognition from constructive feedback
Structure / build the sentences to give better feedback
Communicate feedback in the most effective way
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Additional Resources
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IT’S…PRAISING TIME!
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7
QUESTIONS& ANSWERS
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Thank you!
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• Brim, B., & Asplund, J. (2009). Driving Engagement by Focusing on Strengths. Gallup Business Journal, 5 pages.
• Cacioppe, R. (1999). Using Team – Individual Reward and Recognition strategies to Drive Organizational Success. Leadership and Organizational Journal, 20:6, 322-331.
• Globforce.com (2011). WorfoceMoodTracker, Septembre.
• Harter, J. K., Schmidt, F. L., & Hayes, T. L. (2002). Business-Unit-Level Relationship Between Employee Satisfaction, Employee Engagement, and Business Outcomes: A meta-analysis. Journal of Applied Psychology, 87:2, 268-279.
• Hutton, P. (2009). How to Generate More Valuable Feedback. Strategic Communication Management, 13:2, 32 pages.
• Throne, B. (2003). Carl Rogers. Sage Publicaiton, London. 134 pages.
Sources
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