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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
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
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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

Techniques for sensitive discussions

At times you will need to tread carefully when delivering feedback. Certain situations can quickly become volatile because of the personalities involved, or perhaps they are part of a wider and more passionate debate. Being direct and honest with your feedback doesn't absolve you of the responsibility to be diplomatic and respectful; remember that more eyes are on you as a manager as people expect you to be a role model in the department. I'm going to assume that I don't need to train you how to have a stand-up argument with someone, so instead we'll focus on some elegant and subtle techniques for getting your point across effectively when there's a more senior person and a keg of dynamite in the room with you.

Preframing the event

A pre-frame consists of the thoughts and feelings that you focus on about an event before you begin to deal with it. For example, if you have previously had cross words with someone in the past and need to debate an emotive issue...

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