In our final post in this series, here are some important Do’s and Don’ts that I’ve learned through experience (often the hard way), or, gained through the insights of clients and program participants. Use these in good health and great feedback!
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Your planning work based on the guidance in the first four posts in this series is intended to set the stage for an effective, constructive discussion. In part five, we turn our attention to managing the discussion. Here are six key issues you must take into account in every feedback discussion and ideas for helping you navigate three common, challenging feedback situations:
Most feedback discussions succeed or fail in the opening sentence. You have a chance to engage the receiver and build value or, point a finger and make the discussion feel like an indictment. Here are 6 suggestions to help you get the feedback discussion started on the right footing:
Welcome to part 3 of The Feedback Series at Management Excellence. In part 1, we tackled the issues of fear and anxiety that keeps so many new leaders from engaging in or conducting effective feedback discussions. Part 2 emphasized the importance of assessing the feedback situation and establishing a direction for the upcoming discussion. Now, it’s time to understand and begin assembling the key ingredients in every feedback discussion.
While feedback is best served warm (as close to the behavioral occurrence as possible), a few quality minutes of proper preparation will dramatically improve both your confidence for engaging in the discussion and your ability to conduct a high quality discussion. An important first step after observing the positive or negative behavior is to develop an understanding of the nature of the situation and to assess the right approach to support the behavioral improvement.
Over the next few "New Leader Tuesday" posts, I will share ideas and approaches to help first-time or early career leaders navigate those initial feedback and performance discussions. The goal of the series is to help you get started with feedback early in your tenure, well-armed with good habits. Part 1 focuses on debunking the myths that keep so many managers from tackling these important discussions with their team members.
In Part 3 of this series, the emphasis is on managing the discussions successfully with empathy and clarity. It turns out when the feedback discussion goes off the rails, as happens all too often, it's because empathy and clarity were nowhere to be found.
For many managers, giving and receiving feedback is challenging. However, when feedback is approached properly, it can be a powerful tool for strengthening individual and group performance. Here are seven actions you can take to succeed with feedback:
We all can benefit from the right type of specific, behavioral, task, or situational-focused feedback. Unfortunately, our natural fear of either giving or receiving feedback often gets in the way of harnessing value from this input.
About the Program Creators/Instructors: Art Petty is an executive and emerging leader coach and one of the foremost developers of management and leadership talent. Art was a long-time technology industry senior executive and has served as an MBA educator for many years. Art has written numerous leadership and management books and [...]