the top ten reactions to performance feedback and how to respond
DESCRIPTION
hy do so many managers avoid giving feedback? Fear of how an employee will respond is the number one reason managers say they delay and sometimes completely abandon performance conversations. Many managers feel there is no way to adequately predict and prepare for an employee’s response to feedback and are, therefore, convinced things will spin out of control. In reality, most performance issues will elicit a fairly predictable range of responses from employees, some of them even positive. We have identified the Top 10 Employee Reactions and suggest effective ways of addressing each. Understanding these reactions and what to do if confronted by them can mean the difference between having the confidence to initiate an important conversation or sweeping it under the rug. Join us for this session to walk through these reactions and gain practical tips and techniques to maintain control of the conversation and keep it moving in the best direction.TRANSCRIPT
Sponsored by: A Service
Of:
The Top Ten Reactions to Performance Feedback and How to Respond
Jamie Resker
September 5, 2012
Sponsored by: A Service
Of:
Advising nonprofits in:
• Strategy
• Planning
• Organizational Development
www.synthesispartnership.com
(617) 969-1881
INTEGRATED PLANNING
Sponsored by: A Service
Of:
www.mission.do
Sponsored by: A Service
Of:
Today’s Speaker
Jamie Resker Founder and Practice Leader
Employee Performance Solutions Hosting:
Sam Frank, Synthesis Partnership Assisting with chat questions: Jamie Maloney, Nonprofit Webinars
5
How to Respond to the Top Ten
Reactions to Performance Feedback
A Program for Leaders Facilitator:
Jamie Resker Founder and Practice Leader
Unmet Expectations…
6
Aware
Knows How
You are here…
What needs to happen to go from here to there?
You need to be here…
Would it be useful to talk about why you are at your current level?
Yes, I’m eager to have you tell me about my deficiencies
Communicating Expectations
How We Respond to Feedback • Under Attack
• Thinking brain shuts
down
• Emotions crank up
• Fight or Flight Response
• Self-esteem threat
• Judgment = recoil
response
OVERDRIVE
Timing
No Change
Pattern Persists
Apparent Pattern
Single “Thing”
Performing: Reinforcing Feedback
Level 3: Formal Intervention
Level 2: Awareness Intervention
Level 1: Informal Intervention
Level 4: Disciplinary Intervention
Source:
Vanderbilt
University
Medical
Center
10
In the First Place…Getting the Best Reaction
• Make a request
• Say what you want
• Critical….
• Deficiency Driven…
Introducing Feedback…
• Improve… • Get better… • Stop… • Weakness… • You never… • You don’t… • You shouldn’t… YOU’RE DEFICIENT
• Develop the ability to… • Work on… • Focus on… • Put your energy into… • I need for you to… FUTURE FOCUSED Possibilities
Turn Around
• Makes Mistakes
– Stop making so many mistakes
Develop more accuracy
• Let’s talk about what that would look like…
– On the month end reports…
– For payroll…
– Etc….
13
I am struggling to manage someone that is disruptive, chatting frequently, Gets involved in selling things at the workplace, who is loud, very negative etc, but her
work is done well.
1. I wanted to check something out with you. Can we have a conversation?
2. First let me say how happy I am with the work you produce; you’re able to get it all done and the quality is great.
3. This is awkward to bring up but I have to ask you to work in a way that lets others focus fully on and attend to their work.
4. Can I describe to you what I mean by that?
4. Can I describe to you what I mean by that? (Working in a way that lets others be fully focused on their work)
• This would mean that you can go ahead and keep selling (x) but during the time when it’s lunch time when everyone is taking a break from work.
• And if you have a thought about the work or the environment here and that thought isn’t entirely positive then that’s something you should hold onto (keep under your hat, keep in the thought bubble).
• And the last thing would be to speak at a lower voice volume.
5. The reason I’m asking this of you is because we’ve got so much work and I need for others to be fully focused. Let me assure you that I’m happy with the work you produce. 6. Have I explained things in a clear way? What’s your take on what I’ve asked?
Managing the Conversation
I’m feeling confident
“There’s just one
thing I’d like to
have you
focus on…”
“I know… I
need to
work on
that…”
“What do you
mean? I thought I
was good with
customers”
“I can’t help
it…customers
annoy me.”
I’ll see what I can do…” What do you
mean? I have
GREAT with
customers!
Desired Response
Ultimate Goal
Acknowledges
Check In…
Recognize
Progress
More Feedback
Action Steps
Your Experience…
What are some reactions you’ve received
when giving performance feedback?
Acknowledgement
Employee
Reaction
Acknowledgement
Manager’s
Response
What will be your first step? What will
you do next?
Surprised
21
Employee
Response
Surprised
Manager’s
Response
Why Didn’t You Bring This Up
Before?
Employee
Response
Why Didn’t You Bring This Up
Before?
Manager’s
Response
When I Worked For My Other
Manager…
Employee
Response
You are SO
Awesome!
When I Worked For My Other
Manager…
Manager’s
Response
Excuses
Employee
Response
System or Process Issue?
Performance Issue?
Invalid Excuses
“I hear what you’re saying
but I still need for you to be
respectful to your
colleagues.”
Manager’s
Response
Non-Committal
“I’ll try but I can’t make any promises.”
“I’ll do my best.”
“I’ll see what I can do.”
Tone
Employee
Response
? ? ?
Non-Committal
“Sounds like you’re
hesitant…..
This is important
So I’m going to give you
time to ”
Manager’s
Response
Yes, I will.
Silence
Employee’s
Response
Silence
Manager’s
Response
Blaa, blaaaa, blaaa and
more blaaa, blaaa,
I’m noticing that…
Let’s reconnect…
Anger
Employee’s
Response
Anger
Manager’s
Response
Anger
Manager’s
Response
Acknowledge…
Anger
Manager’s
Response
Difficult: First Conversation
“Well, people
around here
should lighten
up a little.
I can’t help it if I
she has no sense
of humor, etc.”
Employee
Response
10 15 20
Difficult: First Conversation
Manager’s
Response
We’ve been talking for …
This is important…
Let’s reconnect…
1
3
2
Difficult: Numerous Conversations
HR Contact has
been involved
Manager’s
Response
I’ve outlined exactly…
If you choose not to…
This will lead us to talking about…
1
3
2
Resources Employee Performance Solutions Article
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