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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
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
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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

A four-step plan to achieve just about anything

  1. Decide on the outcome you want.

  2. Choose a course of action.

  3. Pay attention to what happens in the moment.

  4. Change course if necessary.

Using these four steps will get you a long way in life in many different situations, and for the purposes of developing your feedback skills, let's look at how it relates to giving feedback messages.

Here's an example of how the four-tep plan could relate to a workplace feedback conversation:

  1. Decide on the outcome you want.

    To raise the awareness of Jane's behavior in team meetings to Jane and to ensure that she understands that change is necessary.

  2. Choose a course of action.

    Book a private one-to-one meeting with Jane directly after the team meeting. Use the BAR model to structure the conversation.

  3. Pay attention to what happens in the moment.

    Notice how Jane reacts during the conversation and listen to what underlying reasons she offers for her behavior.

  4. Change course if necessary.

    Be prepared to abandon the model and pursue...

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