1

Webinar:

CAREERS WORKSHOP:

GIVING AND RECEIVING FEEDBACKSpeaker:

Christoph Lemke, Vice President Talent and Learning, SES Luxembourg

Thursday, 10 June 2021

17:30–19:00, CET

2

Webinar: Order and Notes

• Introduction by Sheila Ohlund, CFA

• Please activate the camera function to actively take part in the presentation

• If you have any questions, please feel free to speak up anytime

or make active use of the chat function

• This session will not be recorded, the slides will be available

after the presentation

1. Be able to apply two simple formulas

for delivering feedback.

2. Change the way you think about the

purpose and value of feedback.

3. Increase self-awareness through

practicing feedback

Objectives for this session

Christoph LEMKE Learning & Talent professional

with 25 years of experience in industry, academia and consulting

Vice President Talent Management and Learning & Development at SES, a provider of reliable and secure satellite and ground communications solutions

Areas of expertise

Talent Management Communication skills / People skills / “Soft skills” Performance management Training process, planning and administrationKnowledge management and organizational learning Lean Six Sigma and project managementOrganizational development and change management High Potential programmes Executive development, management training, coaching, mentoring Training design & delivery and training of trainersHigh-performance culture and teams Learning metrics and evaluations, ROI Positive Psychology, Resilience and Growth Mindset E-learning, blended learning, gamification

Short Biography

As Vice President Talent Management and Learning & Development at SES here in Luxembourg, I ensure that SES employees all over the world haveeasy access to high-impact training and development tools, and have the opportunity to keep learning and make progress throughout their career.

Prior to joining SES in March 2013, I was 7 years with PriceWaterhouseCoopers Luxembourg, designing and organizing training seminars for PwCclients in Luxembourg on a wide variety of topics. Before that, I worked 6 years for Goodyear in Luxembourg as a Training Manager, responsibleamong other things for learning and change management in the European Research Center. However, my first full-time job was with a majorBusiness School in the Baltics, first as lecturer, then as head of the language department, and finally also as Head of Organizational Development. Somy work has always been about learning, teaching, and change - in very different settings, on a variety of topics, and with very different target groups.

I have had the chance to live and work in four different countries - Germany, the US, Estonia and Luxembourg – and enjoy the internationalenvironment that Luxembourg offers, both in terms of language mix and diversity of nationalities. On a volunteer basis, I am active as a boardmember for the CFA Society Luxembourg, promoting professional and ethical standards in the financial sector.

Education

1996-1998 Master of Business Administration (MBA)

Focus on Human Resources Management, Management techniques, Micro and Macro Economics

1989-1995 MA in Political Science, State Certificate in Public Education

MA thesis on leadership education in developing countries. Teacher certificate for public schools

christoph.lemke@ses.comphone: +352 621 888 727born in 1967

Nationality : German

married, 2 children

Languages spoken:English, German, French, plus some Luxembourgish, Estonian and Spanish

1. On a scale of 1 to 10, how good are you at

giving feedback?

2. On a scale of 1 to 10, how good are you at

receiving feedback?

Who are you… self-assessment!

Feedback is the act of

providing information

that allows someone else

to change/improve/leverage

the way they are doing things.

My definition

Stages of accepting feedback

7

Giving negative Feedback (Case 1)

○ One of your employees is difficult to reach by phone and

frequently makes mistakes (typos) in their documents.

○ Yesterday you tried twice to reach him/her, without

success, and they did not call back.

○ A document he/she submitted yesterday evening you

then had to rework and correct after office hours because

of a tight deadline.

○ Obviously, this employee is neither motivated nor

performing.

Traps:

Unclear message/expectations ?

Overwhelming ?

Attacking ?

Debrief

Quality feedback is essential

10

10

1. Timely, specific feedback improves self awareness.

2. The objective of feedback is to influence behavior..

Giving negative feedback

DDescription • What happened.

• Objective, concrete observable

EEffect • Effect on me or others.

• Facts or emotions

SSolution What you suggest or expect

CConsequences

/Conclusion

• Future-oriented

• Positive consequences of the

desired behavior

11

11

○ One of your employees refuses to help his/her

colleagues.

○ He/she never has time, it‘s not his/her job,

etcetera...

○ This morning he/she was asked for help by

another teammember on an urgent task but replied

it was „not their job“, cc‘ing you in the e-mail

○ You suspect that he/she also pushes others to

work less, and has an overall negative effect on

the mood and motivation of the group.

Giving negative Feedback (Case 2)

Traps:

Stick to observations

Don’t interpret / psychoanalyse

Clear suggestion ?

Debrief

○This time, give feedback to your boss!

○You never get feedback from your boss

– unless something goes wrong.

○This is disappointing and demotivating.

○Give him/her some feedback on that.

Giving negative Feedback (Case 3)

Traps:

Whose problem is it ?

Avoid “Never” or “Always”!

Clear, respectful suggestion?

Debrief

• Don't criticize, condemn or complain.

• Talk in terms of the other person's interests.

• Let the other person save face.

• Use encouragement. Make the fault seem easy

to correct.

Dale Carnegie’s advice on giving negative feedback

Giving positive feedback: DEPF

• Description

• Objective

• ConcreteD

• Effect/Emotion

• Effect on me or others

• Reactions

E

• Praise/Thanks

• Appreciation

• PersonalP

• Future

• Continuation

• ConsistencyF17

17

Your colleague has delivered an amazing

power point presentation at a major meeting

this morning.

Give them feedback using the DEPF formula.

(invent any missing details you need)

Giving positive Feedback (Case 4)

Traps:

Too general / generic?

Just a “thank you”?

Impact on the future?

Debrief

○ One of your colleagues is

providing a lot of support to

others in the team...

○ Give some positive feedback,

using the DEPF formula !

Giving positive Feedback (Case 5)

Traps:

Enthusiastic enough ?

Authentic enough ?

Patronizing ?

Debrief

One size fits all?

DESC and DEPF are for specific

situations…

When do you think they are not

applicable?

Ladder of Inference

Act

Judge

Assume

Observe

Challenge your

judgment Judgmental

Adopt beliefs and

draw conclusions

Assumptions

we make

What we actually

see

–

–

–

–

GROW Model

G GoalThe Goal is the end point, where the client wants to

be. The goal has to be defined in such a way that it is

very clear to the client when they have achieved it.

R RealityThe Current Reality is where the client is now. What

are the issues, the challenges, how far are they away

from their goal?

O

Obstacles

There will be Obstacles stopping the client getting

from where they are now to where they want to go. If

there were no Obstacles the client would already

have reached their goal.

OptionsOnce Obstacles have been identified, the client

needs to find ways of dealing with them if they are to

make progress. These are the Options.

W Way ForwardThe Options then need to be converted into action

steps which will take the client to their goal. These

are the Way Forward.

20

Really fascinating conversations:

The Johari window

36

1. Be able to apply two simple formulas

for delivering feedback.

2. Change the way you think about the

purpose and value of feedback.

3. Increase self-awareness through

practicing feedback

Objectives for this session