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  • 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
5 (3)
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The Manager's Guide to Employee Feedback

The Manager's Guide to Employee Feedback

5 (3)
By: Glenn Robert Devey

Overview of this book

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

Summary

In this chapter, you've learned an excellent feedback model that you can use to address specific performance issues. We've used examples of underperformance, but remember it can be used to highlight and re-enforce positive traits too. You also met Kate and read about the feedback I had early on in my career, and you have learned some more useful ways to deliver a feedback message. You've also had a chance to practice them yourself.

Take a few moments to reflect on what you have learned. Use the following questions as prompts:

  • What is the most important message you need to deliver to one of your team to raise their performance?

  • When will you deliver it?

  • On a scale of 1 to 10, how committed are you to delivering it?

  • What would move you up a notch if the number is anything less than 10?

In the next chapter, you'll meet Trevor, and you'll also learn about the method I used to deliver a timekeeping reprimand when he continually tested my boundaries.

Note

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