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Giving and Receiving Feedback

developingmanagers.com.au
by

Michelle Terkelsen

on 27 October 2013

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Transcript of Giving and Receiving Feedback

It takes time and practice ...
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Giving & Receiving Feedback
In this module you will learn:
The key elements of giving and receiving constructive feedback
What feedback is
When to use it
How to give it constructively
Key components
What do people
want
to hear?
Giving & Receiving Feedback
"THE TRUTH"
Example conversation - Receiving feedback
Example of structured feedback
Example Conversation- Giving Feedback
“Champions know that success is inevitable; that there is no such thing as failure, only feedback. They know that the best way to forecast the future is to create it.”

Michael J Gelb.
Ask yourself how a sensible, impartial person would regard this information. Then work to separate your work performance from your personal identity.
HALO -Receiving Feedback
Clarify any misconceptions
Leave the session with a strategy or plan of action
Leave with clear expectations
Document it and follow it up
Be conscious of your body language and internal thoughts
Thank the person who gave you the feedback, whether it was poorly given or not
Receiving Feedback
Accept responsibility for the action and result
Paraphrase what you heard
Stay calm
Don’t take it personally, look at it from a professional perspective
Ask for suggestions in the future
Thank them
Re-framing Feedback
How well do you react to feedback?
Think about the last time you were given feedback by someone. Did you…
Defend (a little)?
Explain?
Blame?
Shut down?
Listen carefully?
Try to learn something?
Probe and inquire?
See the impact of your actions?
Receiving Feedback
First, set up an agreement with your team about how you will give feedback to each other.
Practice. This is a skill that needs developing and refinement.
Ask your manager how they receive feedback and perhaps use some of their strategies if appropriate.
How to receive feedback
But it takes more time
Benefits of being specific
YES
Constructive Feedback steps:

Appropriate time and place
Be specific
Focus on future
Focus on behaviour
Consider needs of the person
Be calm and open ..
Use "I" statements
Message received?
State the impact
Avoid character evaluation
Consider you own needs
Solicit feedback rather than impose
Agree next steps
Thank the person
As a manager your people are looking to you for signals, through confirmation, recognition, assurance, validation, clarity and guidelines just to name a few. These are just some of the ways you can provide feedback.
Constructive Feedback
Silence
Criticism
Advice
Affirm
Corrective
Constructive
Intrinsic
Delayed
Indirect
Improve the quality of the work
Achieve workplace goals
Develop the skills and competencies of the employee
Redirect or affirm actions and attitude
Clarify expectations
Support and up-skill
Acknowledge and agree
Check in
Follow up from Managing team performance field work
Elements of Constructive Feedback
Q & A
Live coaching demonstration – Poor performance and lack of perceived motivation
Key question: What would you do differently now after having reviewed the module and discussion?
Field Work: Have a feedback conversation with someone.
Agenda for teleconference: Giving and Receiving Feedback
3 Critical considerations
Detailed/Affirming
“I liked the way you included an example of recent stakeholder issues in your presentation it made it more relevant for the other team members and more interesting. Good work. That’s the standard I want to see continued.”

Detailed /Constructive
“I have noticed that you seem to talk quiet loudly when you are on the phone. I like that you are enthusiastic and don’t want to hamper that at all. I would also like for you to manage the volume and tone it down a little because I can hear from my office and it is a little distressing.”
Examples
Feedback Conversation

Create a feedback friendly environment
Ask questions
See the big picture and impacts
Keep an eye open for red flags - have the "difficult" conversations sooner
Use I statements more, and less "but"
Focus on the future
Acknowledge behaviour you want to see more of
Say thank you
Follow up
Tips
How well do you think your performance has been?
If you were to give yourself a rating, what would you give yourself?
How did you come up with that conclusion?
Tell me how you think your level of participation in the project has been over the last week.
Give me some examples.

Ask don't tell section
Before giving someone feedback, ask them if they are open to receiving feedback
Recall as much specific, detailed information as you can about the action you want to affirm or correct.
Document it
Balance the need for timely response against time you need to prepare for a session
Affirm at the time
Correct when it is closer to the time they have to repeat
Key considerations
Observe. Don't judge.
facts
Constructive feedback focuses on facts and acts, rather than a person’s character. It is usually in response to a specific action or task that an employee needs to complete to fulfill workplace objectives.
Definition
What do people want to hear?
Module 5 - Giving and Receiving Feedback
“Champions know that success is inevitable; that there is no such thing as failure, only feedback. They know that the best way to forecast the future is to create it.”

Michael J Gelb.
"So what is the purpose of constructive feedback?"
The purpose of con
structive feedback is to:
Your feedback needs to give your team a clear path of what to do now and in the future
Types of Feedback
Impacts of the different types of feedback
Whether we know it or not we are constantly giving some type of feedback. How well we do this will make all the difference between a mediocre team and a highly effective one.
Handout
"I feel...."
"When..."
"Because..."
"What I prefer is.."
"Thank you..."
Main point of feedback is to improve performance
Time
Place
Intention
Agenda
Ask don't tell
Receiving Feedback - it's a Balancing Act
"How can I use this information to improve?"
"Can I see the bigger picture here?"
"How can I use this to move forward?
Hear it
Action it
Learn from it
Own it
Change or enhance performance
Full transcript