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  • Book Overview & Buying The Manager's Guide to Employee Feedback
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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

The WIN model

  • What went well

  • Interesting aspects of performance

  • Next time…

Let's take a look at the WIN model of feedback, which was derived from an Eastern European sports coaching model. It's a structure for emphasizing the positive aspects of someone's performance and also for suggesting areas of improvement. In that sense, it's a "balanced" model. Where some people have come unstuck using an approach like this is in trying to deliver a reprimand with it. If you need to have a purely corrective conversation with someone, use the DESC model in Chapter 4, Delivering a Reprimand. That model doesn't attempt to highlight positives at the same time!

What went well

Here's an opportunity to describe what someone has done that you want them to keep doing and, in fact, do more of. Of course, using the principles from Chapter 1, Feedback Fundamentals, you will ensure that they are within EARSHOT. You will need to evaluate your staff by both the end results that they deliver and also while they are...

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