Browse Library
Sign In Start Free Trial
Close icon Search icon
Account
Browse Library Advanced Search Sign In Start Free Trial

Add to playlist

Create a Playlist

Modal Close icon
You need to login to use this feature.
  • The Manager's Guide to Employee Feedback
  • Toc
  • feedback
The Manager's Guide to Employee Feedback

The Manager's Guide to Employee Feedback

By : Glenn Robert Devey
5 (3)
close
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)
close
close
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

Meet Trevor

I'm going to recount an experience now that illustrates the consequences of correcting someone's behavior when it gets out of line, but also what happens if you don't do it in a timely manner! It also exposes a source of conflict for managers everywhere.

Note

Tip

There will be times in your new role when you may not agree with company policy, but as a manager, you will have to enforce it. Act as if you fully support it.

If you have to gripe about it then do it to your manager. In the long term, it will weaken your leadership position if you consistently take the approach of "The company says…" or "The MD wants us to…". Your people must work for you and they must see alignment between yours and the company's direction.

If you have anarchic tendencies, take the Frank Sinatra approach: leave and start your own business (I did it my way).

Trevor was exceptionally clever. I inherited him when I managed an established and well respected team, for which he was a team leader. He had many...

Unlock full access

Continue reading for free

A Packt free trial gives you instant online access to our library of over 7000 practical eBooks and videos, constantly updated with the latest in tech
Start a 7-day FREE trial
End of Section 2
Next Section
bookmark search playlist font-size

Change the font size

margin-width

Change margin width

day-mode

Change background colour

Close icon Search
Country selected
Close icon Your notes and bookmarks

Delete Bookmark

Modal Close icon
Are you sure you want to delete it?
Cancel
Yes, Delete