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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
Addressing Specific Performance Issues
Meet Kate
The BAR model
Tackling an uncomfortable subject
Consolidation exercise
Summary
4
Delivering a Reprimand
chevron up
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

Chapter 4. Delivering a Reprimand

 

"Although what I am now to say is to be, in form, a reprimand, it is not intended to add a pang to what you have already suffered."

 
 --Abraham Lincoln

Sometimes it's necessary to deliver a reprimand or "telling off" in the workplace because someone has violated the code of professional conduct, whether it's formalized or not. The issue could be as basic as someone not complying with a mandatory HR policy, or even being disrespectful or unprofessional. It's probably the most unpleasant conversation to have at work, and I hope it only comes around once in a blue moon for you. That being said, when it happens, it must be dealt with swiftly and effectively. And using the skills you'll learn in this chapter, you'll be able to do just that.

In this chapter you will:

  • Meet Trevor, who just couldn't get to the office on time

  • Learn three valuable lessons from my own painful experiences

  • Learn how to apply the DESC feedback model

  • Be able to turn back time and re-write a...

End of Section 1
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