Learning Journey, Inc.
Volume 7, Issue 6 - Leadership June 2007


WORDS OF WISDOM
________________


Valuable feedback is like a guiding light to maximizing performance potential.

-Donna Long


You cannot teach a man anything; you can only help him find it within himself.

-Galileo Galilei


Leadership is about nurturing and enhancing.

-Tom Peters


DISCUSS PERFORMANCE EFFECTIVELY

The first rule in performance feedback effectiveness is to make sure it happens on a continuous basis and not just once a year as an annual evaluation event. As a matter of fact, when discussing performance is considered an "event" of any kind you know you're in dangerous territory. Rather than an event, it should be part of the ongoing coaching efforts that are the responsibility of every leader. The second rule is to include both the positive and "areas of developmental opportunity" feedback. Some leaders forget or minimize the importance of providing positive reinforcement and then wonder why the good behaviors aren't repeated on a consistent basis. Remember... reinforcement means to strengthen and we certainly want to strengthen positive behaviors, right?

Even if you are doing feedback correctly and timely, chances are you are responsible for some type of formal feedback system in addition to your constant and consistent feedback. So when conducting those more formal sessions consider these tips: personally invite the employee to the meeting, provide advance notice, give the session your undivided attention (close your door and don't take telephone calls), sit next to the employee rather than behind a desk, have an agenda to be sure you stay on track and cover all items that need to be discussed.


MORE TIPS FOR PROVIDING FEEDBACK

Whether providing formal or informal feedback the following tips can help you increase your effectiveness.

  • Encourage self-appraisal. My experience is that people are usually pretty tough on themselves. By allowing them to self-appraise they end up telling you the problem instead of you telling them.
  • Describe behaviors (whether positive or negative) in detail. Make it personal by using "I" statements. Examples: "I really appreciate that you worked overtime and we were able to meet our client deadline." Or..."I felt disappointed that you lost your temper with our customer."
  • Talk about "areas of developmental opportunity" as just that - learning opportunities.
  • When discussing contentious issues end the discussion with agreed upon action steps. Examples: "Then we agree you will take our "Dealing with Difficult Customers" class within 30 days, right?" Or..."Then we agree that you will send up a red flag the next time a deadline is in jeopardy and that you will complete the "Time Mastery" class within the next 60 days, right?"

CREATE A WINNING WORKPLACE

Click this link to learn about Winning Workplace Cards. It's a regular deck of 52 playing cards and each card offers an idea for creating a winning workplace. Perfect for sharing one leadership tip a week during staff meetings or for personal leadership development.

Donna Long

Donna M. Long, CSP
Learning Journey, Inc.
www.LearningJourneyInc.com

Tel: 407-847-8861
Fax: 407-847-4188
Donna@LearningJourneyInc.com

Copyright 2007