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Coaching and Performance Feedback
Transcript of Coaching and Performance Feedback
60% of employes are dissatisfied with
their performance feedback system
43% of employees are unsatisfied with
information about how they are judged Some managers may be unable to articulate their expectations and their
intuitive sensibilities that are honed by experience. They may also have to
commit to a series of discussions with employees rather than a single meeting.
Yet, effective managers willingly accept these challenges because they know
how enegizing well-defined yardsticks can be to employees.
"When a performer receives positive consequences or rewards following a performance that moves her outcomes closer to a great performance, then the employee is encouraged to behave similarly, to ensure the continuation of these positive outcomes. The overarching purpose of providing positive or negative consequences for performance is to reinforce the desired behaviors and discourage behaviors that run counter to great performance.”
--Russell & Russel, 2010 Providing Performance Feedback
the breakfast of
champions. But it
isn't the breakfast,
it's the lunch.
Vision is the
-Stephen R. Covey
First Things First Employees would like managers to: make more time available.
better clarify performance expectations
do not dwell on negatives
increase two-way communication
increase their knowlege of actual performance
put greater emphasis on employee development
provide more ongoing feedback
(Anseel & Lievens, 2006) Negative Feedback
You are not good at…” “You messed up…”
Feedback that energizes and motivates
Must be specific
Uses examples and suggestions for future improvement
Look to the experts Types of Feedback
Negative Feedback My Coaching and Feedback Tips Feedback Tips from
Martha's Feedback Tools:
TPS Frequency Report
Email reminders for TPS and other progress
Microsoft One Note for one-on-ones
Clearly describe your observations – what did you see?
Don’t wait until the end of the day or
the next one-on-one – feedback is more relevant and meaningful when it is
immediate BUT private
Encourages the person to “see” or “picture” their behavior. Great Coaches Yoda Vince Lombardi Pat Summitt Mr. Miagi Theodore
Roosevelt Giving Great Feedback Describes the behavior or action that you observed Does Not Judge Is Given Directly to the Employee Details the Next step
for the Employee
Act on postive feedback from designers, editors and others
Provide observation feedback from meetings
Avoid emotional coaching
Take a measured approach by asking questions and gathering information before you go into a coaching situation
Focus on face-to-face Take notes during meetings to use for feedback later Good Job ≠ Feedback
Make feedback substantive whether positive or constructive http://apprenticeship.nscc.ca/mentoring/
Give feedback within 24 hours of every meeting! Discuss feedback progress in one-on-ones
Make it a discussion
Share successful stories or examples A performance review is not the right time to give 1st time corrective feedback. Tie feedback to performance review goals Recognizing improvement on feedback items is as important as the initial feedback itself. Recognize improvement! Great coaches and leaders can provide excellent guidance on giving feedback; seek out innovative ways to provide feedback Be consistent Don't take the time - Make the time! Thanks to:
Mike at Prezi.com
My Tips and Tools TPS frequency report and comments-use for developer updates
Never cancel a one-on-one; postpone if you must
Prepare for one-on-ones with reports and action items
Prepare for performance reviews with questions and notes References:
Anseel, F. & Lievens, F. (2007). The long-term impact of the feedback environment on job satisfaction: A field of study in a Belgian context. Applied Psychology: An International Review, 56.2, 254-266.
Clampitt, P. G. (2009). Communicating for managerial effectiveness: Problems, strategies, solutions (4th ed.) . Thousand Oaks: Sage Publishing.
Covey, S., & Merrill, A. R., & Merrill, R. R. (1994). First things first: To live, to love, to learn, to leave a Legacy. New York: Simon and Schuster.
Russell, J. & Russell, L. (2010). Talk me through it: The next level of performance managment. Training & Development , 64.4, 42-48.
Buytendijk, F. (2009). Performance leadership: The next practices to motivate your people, align stakeholders, and lead your industry. New York: McGraw-Hill.
Larson, J. R., Jr. (1989). The dynamic interplay between employees' feedback-seeking strategies and supervisors' delivery of performance feedback. Academy of Management Review, 14.3, 408-422.
McKinlay, J. & Williamson, V. (2010). Creating an ideal workplace cluture: The keys to unlocking people talent. Paper presented at the Academic Librarian 2: Singing in the Rain Conference, Hong Kong.
Sirota, D., & Mischkind, L. A., & Meltzer, M. I. (2005). The enthusiastic employee: How companies profit by giving workers what they want. Upper Saddle River, Pearson Education. The great coaches
note areas for improvement
actively work with their people to improve skills
Ask for feedback from your team. Questions? Comments?