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The Manager's Guide to Employee Feedback

The Manager's Guide to Employee Feedback

By : Glenn Robert Devey
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The Manager's Guide to Employee Feedback

The Manager's Guide to Employee Feedback

5 (3)
By: Glenn Robert Devey
Buy this Book

Overview of this book

Table of Contents (13 chapters)
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The Manager's Guide to Employee Feedback
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The Manager's Guide to Employee Feedback
Credits
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Credits
Foreword
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Foreword
About the Author
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About the Author
About the Reviewers
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About the Reviewers
Preface
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Preface
Free Chapter
1
Feedback Fundamentals
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Feedback Fundamentals
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Start now!
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Where are you now?
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Evidence based
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Activity focused
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Results oriented
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Specific
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Honesty
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Only positive language
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Timed well
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Summary
2
Delivering Balanced Feedback
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Delivering Balanced Feedback
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Meet Brian
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My management calendar
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Back to Brian
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The WIN model
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Time to practice
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Grown-up appraisals
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Back to Brian
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Summary
3
Addressing Specific Performance Issues
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Addressing Specific Performance Issues
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Meet Kate
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The BAR model
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Tackling an uncomfortable subject
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Consolidation exercise
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Summary
4
Delivering a Reprimand
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Delivering a Reprimand
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Meet Trevor
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The DESC model
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Exercise – Could you have dealt better with a past reprimand?
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Summary
5
Giving Feedback to Colleagues and Managers
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Giving Feedback to Colleagues and Managers
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Meet Simon
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Deflecting negative behaviors
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Techniques for sensitive discussions
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Quiz: Chapters 1 to 5
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Summary
6
Integrating Your New Skills
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Integrating Your New Skills
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Improving your delivery
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A four-step plan to achieve just about anything
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How to balance feedback with encouragement
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Action plan
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Summary
Appendix
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Appendix
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Chapter 1 – "Where are you now?" answers
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Chapter 3 – Consolidation exercise answers
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Chapter 5 – Chapters 1 to 5 quiz answers

Chapter 2. Delivering Balanced Feedback

 

"In the theatre, the actor is given immediate feedback."

 
 --Charles Keating

In this chapter, I will demonstrate a general feedback model for regular use with your staff. You don't have to follow the exact framework given here, but you should consistently incorporate feedback into your routine as a new manager. Again, this model is just one way of applying the core principles of feedback, and the later chapters will detail models that are better suited to other, more specific situations.

In this chapter, you will:

  • Meet Brian, who taught me more about management and leadership than anyone else

  • Learn about a yearly feedback structure to help build high performing teams

  • Learn how to use the WIN model of feedback

  • Apply your new feedback skills when writing "grown-up" appraisals

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