Constructive Feedback 2023_PG Updates

Constructive Feedback for Supervisors FEEDBACK THAT MOTIVATES & ELEVATES PERFORMANCE 2023

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Agenda • Developing rapport for greater influence • Feedback & Feedforward • Giving feedback for improvement • Utilizing the BIFF model for constructive feedback • Meeting to Feedforward • Applying tools to feedback session 3

“ เม่ ือปราศจากฟีดแบค พนักงานยอ่ มขาดความสามารถ สว่ นหวั หนา้ ก็จะกลายเป็นเผดจ็ การ” 4

Why is Feedback Important? It brings Background Conversation to the 5

How good are you at receiving Feedback? 6

How good are you at giving Feedback? 7

Building Trust with Rapport The ability to create and relationship 8

Why is Rapport Important? Key to who you communicate with 9

Outward Mindset: The Pyramid of Influence 10

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Feedforward Feed Forward is to provide individuals with suggestions for the FUTURE and to help them achieve a POSITIVE CHANGE in the behaviors as selected by them. 12

Feedback vs Feedforward Past Now Future FEEDBACK FEEDFORWARD Past performance Future goals & objectives Weakness, then modify unhelpful Leadership actions or behaviors to behavior deliver future results Specific, descriptive, evaluative and Specific, descriptive, supported by impact shared rationale & tied to goals. 13

Discussion Type Feedback Feedforward (Guiding People in improving or enhancing their work performance) (Guiding People towards success in new or challenging situations) PERFORMANCE Improvement Discussion (Need hard conversations) Feedforward Feedback Serious Performance Problem 14

What discussion Type will you use? Jack has accepted a challenging Mike hasn’t been returning his new task of creating a timeline for colleagues’ emails in a timely the team project. He will work with fashion, causing confusion and other team members to create a loss of productivity. If this behavior Virtual Learning Platform for all continues, the deadline could be Asia. As his leader, you need to jeopardized. As his leader, you help him to be successful. need to discuss with him and follow up on his progress. 15

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Feedback that Motivates is important as well to: • Cross Functional Team Discussions • Quality Circles • Project Management • Internal Audit Teams • Peer to Peer Communication • Leading Leaders • Managing Managers 17

Maintaining your EQ for courageous conversations • Be prepared—facts, data, examples • Get yourself into a State • Don’t rush—breathe • Be aware of the purpose of giving feedback = helping others to • Get out of ‘Inward Mindset’ 18

Setting clear conversations • What are your expectations of your colleagues? • Get in a group of 2 and ask; “In my role as ……………………. Please tell me your expectations of me, so we can create greater synergy” • Write them down • Say THANK YOU 19

Before the Feedback • Safe/ Private Space • Be sure YOU are also open to Feedback as well • Ask PERMISSION first! For example; “Permission tospeak directly?” “I have somethingon mymind, is it OK to share openly?” “Wouldit beOKif I cansharesomedirect feedbackwithyou?” “Doyouhavea fewminutesfor a straight talk?” 20

AVOID GIVING FEEDBACK WHEN:  Experiencing Strong Negative Emotion  Intent is to Scold (best of intent is to help)  If it is not timely  If it is Vague (the facts are not known)  If it is NOT behavioral but rather Personal issue  Inappropriate medium 29

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BIFF Model Behavior Future BIFF Impact Feeling 31

BEHAVIOR What is it they are doing that is causing the problem? Present in order to reduce the risk of conflict. Be about the behavior that you are seeing or experiencing from them. For example: “You have been more than 10 minutes late on three occasions this week” “You did not meet your production quota this month” 24

IMPACT What impact is their having? Again, present FACTS to reduce the risk of conflict and again be specific about how their behavior is you, the team, the organization or your customer For example: “Whenever you are late someone else has to cover your position and this means they are diverted from getting on with their own work” “When you do not achieve your monthly quota, we are unable to deliver our promise to our customers” 25

FEELING Express how this makes you feel i.e. Angry, Sad, Frustrated etc. We can all relate to feeling more than their cause so they are a way to give some ‘scale’ to the problem. For example: “This make me feel disappointed with you” “I feel very frustrated with you and really concerned that we may lose this customer” 26

FUTURE • Open the discussion on what changes are to be made. This is the start of 2- way • To keep on track and achieve a successful conclusion, make sure that you have a clear vision of the ideal behavior looks like (share clear expectations) • Make it real so that they can understand it and offer and guidance as appropriate • Ask them to commit to actions they will take to improve their performance— you are not going to tell them what the action they need to take! 27

MEETINGS TO FEEDFORWARD 16

COACHING CONVERSATIONIS FOUNDATIONS Employees Own their Career Dev Managers Takes Care of Employees Mindset Toward Goals & the Future 29

GROW MODEL 30

GROW MODEL Agree topic for conversation Invite self-assessment Agree specific objective of session Discard irrelevant history Set long-term aim if appropriate Offer specific examples Avoid or check assumptions Agree Listen, Language, Questioning, Advise, Acknowledgement Goal Reality Commit to action Will Options Make steps specific and define timing Cover full range of options Identify possible obstacles Invite suggestions from the Agree support coachee Offer suggestions carefully Actions Ensure choices are made Recap 31