BnL 04 - Giving and Receiving Feedback - Slides

4/22/20 April 2020 GIVING & RECEIVING FEEDBACK EFFECTIVELY HELLO Account Management Trainer Business Development Executive Coach Learning & Development Team Builder Executive Leadership Facilitator 2 1

4/22/20 01 Creating a culture of continuous improvement #StrongPro | 3 #StrongPro | 4 2

4/22/20 \"Our work, our SUSAN relationships, and, in fact, SCOTT our very lives succeed or fail, gradually then #StrongPro | 5 suddenly, one conversation at a time.\" POSITIVE What are some of the FEEDBACK reasons we avoid giving EXPERIENCE feedback? #StrongPro | 6 3

4/22/20 TRUE STORY OF 2015 “MAUREEN FALVEY: I’M SO B*SY” #StrongPro | 7 PRAISE. CRITICISM. FEEDBACK. #StrongPro | 8 4

4/22/20 PRAISE VS. FEEDBACK FEEDBACK IS EVEN BETTER. PRAISE IS WONDERFUL. Focused and specific. Based on observation. However, it is often vague and usually one way. Direct. Two-way, encouraging For example, “Good job.” discussion and dialogue. #StrongPro9| 9 FEEDBACK Negative Fixing errors and mistakes Addressing poor performance #StrongPro | 10 5

4/22/20 THE NEUROSCIENCE OF THREAT VS REWARD #StrongPro | 11 “Let me give you some feedback.” “You need to change the way you do xyz.” Source: IECL by Grow#thStOropngsPro | 12 6

GENERATING A 4/22/20 THREAT RESPONSE Source: IECL by Grow#tShtOronpgsPro | 13 Social pain such as this activates Source: IECL by Grow#tShtOronpgsPro | 14 the same pain circuits in the brain as physical pain 7 There is no longer access to the pre-frontal cortex (PFC) – AKA the “CEO” or rational part of the brain GENERATING A REWARD RESPONSE Prompts the release of the neurotransmitter dopamine, which encourages our brain to work at optimal levels We can choose to engage the pre-frontal cortex (PFC) – AKA the “CEO” or rational part of the brain

TRY SKILL 4/22/20 BUILDING Give praise – what’ they’re amazing at and WHY Put them into “rest & digest” state of mind Build and connect new skills onto established ones Source#:SHtroBnRgPro | 15 PERFORMANCE FEEDBACK PROCESS 01 02 03 04 Ask if you can Describe specific Communicate Ask for their give some observed behavior impact. feedback. feedback. or outcome. To you, the team, What are your . Be specific and clear – targets, co-workers. thoughts on this? use factual information Was that helpful? State intention. and “I” language. Be honest, straightforward and respectful! #StrongPro |1166 8

4/22/20 PAIRS ACTIVITY SCENARIO #1 #StrongPro | 17 Person 1: #StrongPro | 18 One of your direct reports is constantly on their phone during 9 meetings and doesn't speak or engage with the group. Give feedback on this behavior using the model. Person 2: React as you see fit but have a lively conversation back and forth.

4/22/20 WHEN TO GIVE FEEDBACK As often as Only when the As close to the Exception: often it’s possible. event as possible. better to wait 24 hours employee is ready to give constructive and available to feedback right after a hear the feedback. negative experience. #StrongPro | 19 DON’T WAIT Feedback shouldn’t be reserved for performance reviews Share feedback on a regular basis and make it part of your management routine Consider sharing feedback in weekly meetings #StrongPro | 20 10

WHERE TO GIVE 4/22/20 FEEDBACK CONSTRUCTIVE POSITIVE FEEDBACK FEEDBACK In private space. In private space. #StrongPro |2211 COMMON FEEDBACK ERRORS 01 02 03 04 LENIENCY: CRAP JUMPING THE TRAP SANDWICH: THE GUN: Generally being too Asking for feedback soft and not sharing all Positive comment, Giving feedback feedback. constructive feedback, without knowing the before you share positive comment. entire story. yours. 05 06 07 THE FEEDBACK HALO/HORNS SWOOP & DUMP: EFFECT: POOP: Holding onto feedback and Allowing one aspect of the Giving constructive feedback delivering it all at once. person’s performance (good or as a drive-by. bad) to blind you. #StrongPro | 22 11

SCENARIO #2 4/22/20 Person 1: #StrongPro | 23 One of your direct reports has a habit of interrupting people in meetings, including clients. Give feedback on this behavior using the model. Person 2: React as you see fit but have a lively conversation back and forth. TRUE OR FALSE: Feedback is only meant to be given by managers to their direct reports. #StrongPro | 24 12

4/22/20 TRUE OR FALSE: Feedback is only meant to be given by managers to their direct reports. #StrongPro | 25 THE ICEBERG Problems Known OF IGNORANCE to Executives Problems Known to 4% Managers 9% Problems Known to 74% Problems Team Leaders hidden from senior management Problems Known to 100% Staff Source: LinkedIn #StrongPro | 26 13

4/22/20 FEEDBACK IS A SHARE IT TWO-WAY STREET WITH YOUR MANAGER ASK FOR IT FROM YOUR #StrongPro | 27 DIRECT REPORTS SCENARIO #3: MANAGING UP Person 1: You feel that your boss is micromanaging you on a project for which you really want to demonstrate ownership. Person 2: Initiate the conversation with your box in the most productive manner possible. #StrongPro | 28 14

4/22/20 Q What do you DISLIKE MOST about receiving feedback? #StrongPro | 29 RECEIVING FEEDBACK 01 02 03 04 05 06 Stop first Remember Listen for Say Ask Request reaction the benefit understand- “thank you” questions to time to of feedback ing unpack now follow up or later #StrongPro | 3300 15

4/22/20 IFTTT #StrongPro | 31 If the feedback ISN’T CLEAR then… #StrongPro | 32 16

IDEAS 4/22/20 Ask clarifying questions. Ask for an example. Repeat what you think you’re hearing and then check if that’s what was intended. Request it be described a different way. #StrongPro | 33 If you feel the feedback IS UNFAIR then… #StrongPro | 34 17

IDEAS 4/22/20 Gently challenge. Express your feelings. Give examples that support your POV. Ask for time to “marinate.” #StrongPro | 35 If you’re getting UPSET then… #StrongPro | 36 18

IDEAS 4/22/20 Breathe. Deeply. Ask to take a break or finish another day. Try to put things in perspective. Remember that your manager wants you to succeed. #StrongPro | 37 Remember: FEEDBACK IS A GIFT Source: Google People Operations#SSttruondgyPro | 38 19

4/22/20 We’re We need criticism to NOT grow. PERFECT Source: Justin Bariso, EQ Applied: The Real-World Guide to Emotional Inte#llSigteronncgePro | 39 Even off-base feedback is VALUABLE It helps you understand the perspectives of others. Source: Google People Operations#SSttruondgyPro | 40 20

ASK YOURSELF 4/22/20 How can I provide more How can I use this useful feedback to feedback to help other people on the me improve? team? How can I help create a culture of continuous improvement? #StrongPro | 41 WRAPPING UP #StrongPro | 42 21

4/22/20 Q&A #StrongPro | 43 [email protected] Follow us for tips, tricks & inspiration markstrongcoaching.com #StrongPro © Strong Training & Coaching 2020 #StrongPro | 44 22