1、Author:,Reviewer:,bc,DeveloptheIndividuals,December1998,Copyright1998Baindiscussfacts,events,examplesObjective-donotbeinfluencedbypreviousperformanceorhearsayfromothercases;basefeedbackondirectexperienceDescriptive-bedescriptive,notjudgmentalBalanced-alwaysgivebothpositivesandareasforimprovementActi
2、onable-discussspecificactionstepsforimprovement,Fromyourperspective-speakforyourself,notforothersOpen/honest-donotpullpunches,donotsugarcoat,anddonotoverstateSensitiveoffeelings-criticizeactions,nottheperson;usecarefullanguagePositive-expressconfidencethatthepersoncansucceedNon-discriminatory-avoida
3、nylanguagethatsuggestsracial/genderorotherbiasesTentative-bemindfulthatyouarepresentingperceptions,notabsolutetruthSincere-understandthatchangeisdifficult;betolerantandwillingtohelp,Clear,Motivated,18,DeveloptheIndividuals,CoachingProcess,Whereyousayit,Whenyousayit,Howyousayit,Theprocessofcoachingis
4、ascriticalasthecontent.,Appropriatelocationgivenegativefeedbackinprivate,notinfrontofcaseteamorclientgivepositivefeedbackinpublic,wheneverpossibleInperson-avoidvoicemail,especiallyfornegativefeedbackCoachingisanongoingprocess;day-to-dayfeedbackiscriticalFeedbackmustbetimelySchedulesufficienttimeandd
5、onotallowinterruptionsPrepare-keepajournalofspecificexamplesSeparatepositivefromnegative,andgivepositivefeedbackfirstMakeitadiscussion,notaspeechListen/questionunderstandtheirperspectiveprobeforbackgroundissues/concernsgivethemopportunitytoaskquestionsandrespondCheckforunderstanding-summarizeandagre
6、eonkeypoints,19,DeveloptheIndividuals,PositiveFeedback,Regularpositivefeedbackisabigpartofsuccessfulcoaching.,Whyispositivefeedbackimportant?,Motivational:increasesindividualsatisfaction,willingnesstocontinuecontributingReinforcing:explicitlyacknowledgesbehaviorsthataregood;encouragescontinuationofp
7、ositivebehaviorsCreatesgreateropennesstonegativefeedback:buildscredibilityandtrust,Whenisitappropriate?,UponcompletionofagoodpieceofanalysisAfteraneffectivemeetingAfteragoodpresentationAnytimepositivefeedbackisgivenbyathirdparty(e.g.,aclient,anexpert),Howdoyougiveiteffectively?,Bespecific,providedet
8、ailedfeedback.ExplainwhytheworkwaseffectiveinobtainingresultsfortheclientSeparateitfromnegativefeedbacksoitisnotdiluted/overshadowedAcknowledgepublicly,wheneverpossible,20,DeveloptheIndividuals,TipsforReceivingFeedback,Aspartofthecoachingprocess,itmayhelptoreviewwiththeteammemberthesetipsforreceivin
9、gfeedback.,Receivingfeedbackwillallowyoutoseethingsaboutyourselfthatyoucouldnotseeinanyotherway.Youwillthenbeabletocorrectbehaviorsthatareinhibitingyourgrowth.Constructivefeedbackisanimportantgift.Everytimeyouareabletouseitwisely,youwillhavetakenanotherstepinyourowndevelopment.,1.Listencloselytothep
10、ersongivingyouthefeedback,andtrynottointerrupt.2.Avoidbeingdefensive.Thiscanbedifficult,especiallyifthepersongivingyouthefeedbackisnothighlyskilled.Youmayhavedifferentperceptionsofyourself,butitisimportantthatyouunderstandtheperceptionsofothers.3.Assumethefeedbackgiveristryingtobehelpful.4.Trytounde
11、rstandthefeedback.Ifthefeedbackisnotclear,askforclarificationandexamples.,21,DeveloptheIndividuals,TheLearningDilemma,Source:“TeachingSmartPeopleHowtoLearn,”HarvardBusinessReviewMay-June1991,Sometimesoverachieversfinditdifficulttoacceptnegativefeedback.,Overachieversareunaccustomedtofailure,Theymaye
12、xhibitdefensivebehavior:,RationalizationAggressivenessRejectionCynicism,Areunwillingto“hearfeedbackFailtochangebehaviors,Denial,Becomedepressed,withdrawnShiftbehaviorfrom“guardrailtoguardrail”(i.e.,fromoneextremetotheother),Reluctantacceptance,Thesebehaviorsareasignalthatthebenefitsofreceivingfeedba
13、ckneedtobereinforced.,22,DeveloptheIndividuals,ReactionstoFeedback,Asacaseteamleader,youshouldencouragereactionstofeedbackthatdemonstratematurityandaninterestinimproving.,DenythefeedbackAttributemistakestoexternalfactorsAssumecoachhasnegativefeelingsaboutthedirectreportExpresspassivity-havenoreactio
14、nTakeanaggressivestancetowardthecoachLaughitoffRejectcoachsauthoritytogivefeedbackShowcynicismaboutimprovementsuggestions,AcceptresponsibilityforthebehaviororunderstandthecoachsperceptionsAnalyzewhybehaviorwasshownUnderstandthecoachspointofviewAskformoreinformationEnlistcoachstohelpinunderstandingth
15、efeedbackShowconcernforimprovementListencarefullytofeedbackAcceptfeedbackandcheckinwithothers,DefensiveReactions,DesiredReactions,23,DeveloptheIndividuals,HandlingPushback(1of3),Source:AdaptedfromTheDevelopingPeopleWorkbook,ForumCorporation,Thefirststepinhandlingpushbackistogainabetterunderstandingo
16、ftheotherpersonspointofview.,Encourage,Confirm,Resistthetemptationtorestateyourfeedback,defendyourpoints,orjumpinwithmoreexamples.Encouragetheteammembertosaymoreabouthowheorsheseesthesituation.Encouragewithverbalandnonverbalsignals(leanforward,nod,say“uh-huh”).Recognizethattherootcauseoftheteammembe
17、rsobjectionsmaynotbewhatyouthink.Youmaybemissingsomeimportantfactsorcontext.Listenforbothfactsandfeelingstounderstandtherootcauseoftheissue.Useopen-endedquestionstouncovertheteammembersview.Open-endedquestionsbeginwithwordslike“What”,“How”,“Tellme”,“Describe”and“Explain.”Usesilence-itgivestheteammem
18、beranopportunitytoconsiderandexpandonwhathasbeensaid.Restatetheteammembersobservations-bothfactsandfeelings.Summarizewhatyouhaveheard,andaskifyouarecorrect.,Onceyouhaveencouraged,questioned,andconfirmed,youwillhaveabetterunderstandingoftheteammembersperspectiveandreactions.Youmayalsohaveuncoveredsom
19、eadditionalfactsyouwerenotawareof.,Question,24,DeveloptheIndividuals,Aftergainingathoroughunderstandingoftheteammembersviewpoint,usethesetipstoprovidehelpfulinformationandsupport.,DisagreeswithyourdescriptionofthesituationAgrees,butcitesfactorsbeyondhisorhercontrol,Providemoreaccurateorobjectiveobse
20、rvationsthatincludetheteammembersexperiences,alongwithotherfactstheteammembermaynotbeawareof.Provideandaskforsomesuggestionsforthingstodothatarewithinhisorhercontrol.Identifywaysyoucanhelp.,“So,whathappensisthattheotherteamgivesyoudatathatconflictswithyours,andyoudonotknowhowtoreconcilethem.Thismake
21、sithardforyoutoproceedonschedule.Isthatright?”“Iunderstandyoufeelyoucannothelpitiftheclientdoesnotprovidethedata.Howaboutifyou?MaybeIcouldhelpby”,Iftheteammember:,Thenyoushould:,Example:,Source:AdaptedfromTheDevelopingPeopleWorkbook,ForumCorporation,HandlingPushback(2of3),25,DeveloptheIndividuals,Ch
22、ecktoseeifwhatyousaidmakessenseandifyouarebothinagreementaboutwhatisgoingonandhowtoproceed.Continuebyaskingtheteammemberforhisorhersuggestionsforimprovementgoingforward.,Agrees,butdoesnotseewhyitisimportantAgrees,butsayshisorherintentionwasdifferent,Describetheimportanceoftheissue-howitaffectsthetea
23、m,youpersonally,and/ortheteammember.Offerobservationsonthedifferencesbetweenthepersonsintentionandtheactualresultsofthebehaviororperformance.,“Iknowdoingaworkplandoesnotseemimportanttoyou.Thereasonitisimportanttotheteamisthatitallowsusto”“Iseeyourintentionwastobehelpful,butwhenyouIsawitasyoudoubting
24、theteam.Maybeyoucanbemorehelpfulby”,Source:AdaptedfromTheDevelopingPeopleWorkbook,ForumCorporation,HandlingPushback(30f3),Iftheteammember:,Thenyoushould:,Example:,Evenwhentheteammemberagreeswithwhatyouhavetosay,heorshemaybenefitfromreceivingfurtherinformation.,26,DeveloptheIndividuals,CoachingExampl
25、es(1of2),“Dave,Inoticedonthefollowingoccasions,youputdowntheQAmanagersanalysisinfrontofherboss”“Dave,yourcockinessinfrontofclientsbordersonrudeness.”“Jan,youshoulduseopen-endedquestionstoexploretheplantmanagersobjections.Thiswillgiveyouinformationyoucanusetoinfluencehim.”“Jan,inthefuture,youshouldca
26、pitalizeonyournaturalcharmtoinfluencetheskepticalplantmanager.”,Dothis:,Avoidthis:,Dothis:,Avoidthis:,Theobjectiveofcoachingistoimproveapersonsbehavior.,27,DeveloptheIndividuals,CoachingExamples(2of2),“Steve,Idliketogiveyousomefeedbackonsomethingyousaidaboutourbillingprocedurestotheplantmanagerdurin
27、gtodaystour.”“Theteamthoughtyouwereprettyoutoflinetodaywhenyoublurtedoutthatbillingcomment.”“Donna,IgetfrustratedwhenImtryingtomakeapointincaseteammeetingsandyoufinishmysentencesforme.”“Donna,stoptryingtosteponmejusttogetpromoted.”,Dothis:,Avoidthis:,Dothis:,Avoidthis:,28,DeveloptheIndividuals,Agend
28、a,OverviewHowtoDeveloptheIndividualsDevelopanExcitingPlanforGrowthBetheCoachMeasureandCommunicatePerformanceKeyTakeaways,29,DeveloptheIndividuals,GoalsoftheWrittenPerformanceReview,Thewrittenreviewistheprimarymechanismformeasuringresults.,MeasureperformanceagainstgoalsandobjectivesEstablishnewgoalsI
29、dentifytrainingneedsEnsureconsistencybetweenevaluationsandsalaryincreasesandpromotionrecommendationsProvidedocumentation,30,DeveloptheIndividuals,PerformanceReviewContent,Performancereviewsinclude:,ClearandconciseConsistentwithrating,salaryincrease,andpromotionrecommendation,MostImportantMessage,Mos
30、timportantpointsrevieweeshouldtakeaway,Specificexamples,notassumptionsBalanced-bothpositiveandnegativefeedbackOwnobservations-speakforyourself,donotspeakforothersSituationsbeyondrevieweescontrol,ifappropriate,HistoricalDescription,Basisofmostimportantmessageanddevelopmentobjectives,Clear,specificact
31、ionstepsPrioritizedbasedonimportanceofskillsandsizeofgapStart,stop,andcontinueformat(optional),DevelopmentObjectives,Keytoskillplandevelopment,31,DeveloptheIndividuals,ThePerformanceReviewProcess,Therearefourstepsintheperformancereviewprocess:,DeveloptheContent,PreparetoDelivertheReview,ConducttheRe
32、view,PreparetoWritetheReview,ConductaninterimreviewDetermineareasforimprovementattheendofeachcaseForconsensusreviews,talktoinputreviewers,EvaluateperformancegapsDetermineimprovementobjectivesIdentifyresourcesDevelopmostimportancemessagesupportedbydata,AnticipateareasofdisagreementThinkofhowtoestabli
33、shadialogueSchedulethemeetinginadvanceKeeptheappointmentDonotallowinterruptions,EstablishapositiveandopenclimateProvidespecificexamplesListenMakesuretherevieweeunderstandswheretofocusCheckinwiththereviewee,32,DeveloptheIndividuals,PreparetoWritetheReview,Beforewritingthereview.,Conductatleastoneinte
34、rimreviewwiththeteammemberAttheendofeachcase,determinekeyareasforimprovementForconsensusreviews,talktoinputreviewersflaginconsistenciesgainconsensusonkeymessagesincludeotherreviewersexamplesandanecdotessubmitdrafttoinputreviewersforfeedback,33,DeveloptheIndividuals,DeveloptheContent,Whenwritingthere
35、view.,ReviewdevelopmentplanforprevioussixmonthsEvaluategapsbetweenplanandperformanceDeterminethemostcriticalperformanceimprovementobjectivesIdentifyresourcestheteammembercantaptogaintherequiredskills(e.g.,BVUmodules,trainingsessions,colleagues)Developmostimportantmessagetietoratingfocusonexpectedbeh
36、aviorchangesifappropriate,includepromotionmessageSupportmostimportantmessagewithdatabespecificciteexamplesandcriticalincidentsincludepositiveandnegativefeedback,34,DeveloptheIndividuals,WritingWatchouts,Followtheseguidelineswhenwritingthereview:,ThinkbeforewritingProvidespecificexamplesofbehavior,no
37、tconclusionsIncludepositiveandnegativefeedbackBescrupulouslyhonestReflectaccuratelyotherreviewerscommentsRespectconfidentialityAvoidjargon-useplainlanguageadjectivequalifiers-useactiveverbsassumptionsaboutdirectreportsknowledgefrequencystatementsrelyingsolelyonquantitativevalues-describebehaviorandc
38、onsequencesDonotmakecommitmentsyoucannothonorIfappropriate,describesituationsbeyondrevieweescontrol,35,DeveloptheIndividuals,PreparetoDelivertheReview,Anticipatepotentialareasofdisagreementandfrictionenvisionrevieweesdefensivereactionandpreparetorespondinawaythatwillhelptherevieweeunderstandandaccep
39、tthefeedbackbeawareofyourownresponsetoconflict-goforwin-winThinkofhowtostructurethecoachingasadialogueandhowtocreateaclimateofopennessSchedulethereviewmeetingseveraldaysinadvanceKeeptheappointmentEliminatedistractionsandavoidinterruptions,Afteryouhavewrittenthereview,preparetodeliverit.,36,Developth
40、eIndividuals,ConducttheReview,EstablishapositiveandopenclimateLimitfeedbacktoissuesrelevanttothejobDiscussperformanceissuesindescendingorderofimportanceGiveconcrete,behavior-basedfeedbackonstrengthsandareasforimprovementIfrevieweedisagrees,reflectyourunderstandingofwhatheorsheissayingWeightthevalidi
41、tyofnewinformationAvoidarguingAsktherevieweetosummarizethethreemostimportantareasfordevelopmentContactforfollow-up,checkpoints,andassistance,Helptherevieweelearnandgrowfromthefeedback.,37,DeveloptheIndividuals,WrittenFeedbackExamples(1of3),“Inclientmeetings,Stevedidnotdefendhisanalysis.OnKLM,herelie
42、donaconsultanttobailhimout.”“Steveslackofconfidenceisamajorconcernofotherteammembers.”“AnnefailedtoidentifycriticalpathissuesonbrandingBDPs.ShealsoproducedherownslidesonZBD.”“Annefrequentlymismanageshertime.”,Dothis:,Avoidthis:,Dothis:,Avoidthis:,Makeyourstatementsclearandbackthemupwithexamples.,38,
43、DeveloptheIndividuals,WrittenFeedbackExamples(2of3),“Onthefollowingoccasions,Stacypresentedtotheclientnumbersshedidnotcheckforaccuracy.Ourcredibilitywiththeclientsufferedasourconclusionschangedandthenumbersvaried.”“Stacymetonly80%ofherdeadlineswithanaccuracyof85%.”“Kenfailedtomeetthedeadlinesforanal
44、yzingtheproductivitydatabasebecausetheclientsMISDepartmentmissedagreed-upontargets.”“ItwasntKensfaultthatthehemissedthedatabasedeadlines.”,Dothis:,Avoidthis:,Dothis:,Avoidthis:,39,DeveloptheIndividuals,“Chrisverynegativeresponsetohisendofcasereviewdidnothelphimtoimprovehisperformanceorlearnfromthele
45、ssonsofABD.”“Chrisisverydefensiveandheobviouslydoesnotwanttolearnandimprove.”“Donnahassuccessfullyaddressedperformanceissuesbydevelopingquestionnaires,executinginterviews,coordinatingtemporarystaff,andconductingquantitativeanalysis.”“Donnadoesagoodjobofjugglingcompetingpriorities.Sheisaflexibleteamm
46、ember.”“Markinitiatedadisposalprogramthatwasapprovedandadoptedbytheclientproductmanager.”“Markknowshowtostructurehisanalysisandrecommendationssothattheywillbereadilyacceptedbytheclient.”,WrittenFeedbackExamples(3of3),Dothis:,Avoidthis:,Dothis:,Avoidthis:,Dothis:,Avoidthis:,40,DeveloptheIndividuals,T
47、hedesiredbehaviorsandskillsareclearlydefinedThereisrealmotivationtochangeSourcesofresistanceareexplicitlyrecognizedActivitiesareaimedatmakingthechangeTheindividualtruststheircoachtofacilitatethechangeOtherpeoplesupportthechangeinvisiblewaysTheoutcomesarevisible,Thefinaloutcomeinalldevelopment-relate
48、dactivitiesistohelptherevieweetofeelpositiveandwillingandabletochange.,PointofArrival,41,DeveloptheIndividuals,Agenda,OverviewHowtoDeveloptheIndividualsDevelopanExcitingPlanforGrowthBetheCoachMeasureandCommunicatePerformanceKeyTakeaways,42,DeveloptheIndividuals,KeyTakeaways,Helpingpeopletoperformatt
49、heirfullpotentialisacriticalpartofoverallemployeesatisfactionThebenefitsincludehigherqualityresultsforclients,abetterteamprocess,andhigheremployeeretentionForprofessionaldevelopmentactivitiestobesuccessfulonanongoingbasisthereshouldbearealmotivationtochange,aclearpathtochange,andasupportiveenvironmenttofacilitatethechangeTodeveloppeopleandhelpthemreachtheirfullpotential:DevelopanexcitingplanforgrowththatenablestheindividualtoknowhowtogrowandgivesthemthemotivationtoachievethenecessarychangesActasacoachrathert