Time for a good wrap up for this constructive feedback session. If you have followed the steps in the first three posts, you have agreed on some changes that can be made to improve performance.
Summarize exactly what the change is and how it will be done. It may be a good idea to write it down so you can refer back to it later.
Also, remind the recipient what the performance objectives are. How are they measured? What will be some good signs of success in terms of improving performance.
State your continued support. Your door is open if they can use assistance. Thank them for their committment to improving performance and willingness to have an open discussion.
That is the natural ending point for the constructive feedback session, but it is not the end of the work. Remember the 80/20 rule for positive reinforcement. Watch for opportunities to make positive remarks on progress -- can you see changes in behavior, can you see changes in performance, is the person embracing the change and making an effort, etc. Any of these signs deserve positive reinforcement.
Keep the feedback flowing to help keep the person motivated. Change is a little scary and can be hard...even a change for the better.
Business Builder Bob
Bob Tetu
businessbuilderbob@gmail.com
610-624-3395
Thursday, January 29, 2009
Wednesday, January 28, 2009
Business Builder Bob - Constructive Feedback #3
Your observation and personal reaction have been stated, received and understood. It's time for that good two way discussion I mentioned at the end of the last posting.
State that you want to get some ideas out before you agree on what changes to make and then offer some suggestions on how to improve the behavior or performance. Again, keep it brief and don't lecture. Give the recipient some time to digest the suggestions. Remember, you knew about this ahead of time and they didn't. Some people will push back or get defensive if you push your ideas too hard, too fast.
Ask if the recipient has any different ideas or can they modify any of your ideas to make them better. Be mindful to keep the conversation on subject. Avoid bringing other issues into it and keep the recipient on track as well. Stay focused on correcting one behavior related to your observation.
It is time to agree on a course of action. What will the recipient do differently to improve performance? It is not critical that they do it exactly your way. The more ownership the recipient has in the solution, the more they are likely to succeed. At this point, the important thing is that the recipient is committed to trying to improve and has a plan on how to do it.
If it doesn't work out, you can always start the process over again. Remember, with corrective feedback you are seeking improved performance in a person who already has acceptable performance.
State that you want to get some ideas out before you agree on what changes to make and then offer some suggestions on how to improve the behavior or performance. Again, keep it brief and don't lecture. Give the recipient some time to digest the suggestions. Remember, you knew about this ahead of time and they didn't. Some people will push back or get defensive if you push your ideas too hard, too fast.
Ask if the recipient has any different ideas or can they modify any of your ideas to make them better. Be mindful to keep the conversation on subject. Avoid bringing other issues into it and keep the recipient on track as well. Stay focused on correcting one behavior related to your observation.
It is time to agree on a course of action. What will the recipient do differently to improve performance? It is not critical that they do it exactly your way. The more ownership the recipient has in the solution, the more they are likely to succeed. At this point, the important thing is that the recipient is committed to trying to improve and has a plan on how to do it.
If it doesn't work out, you can always start the process over again. Remember, with corrective feedback you are seeking improved performance in a person who already has acceptable performance.
Tuesday, January 27, 2009
Business Builder Bob - Constructive Feedback #2
We are off to a good start with the first three steps. The recipient of the constructive feedback is open minded and your specific observations for improvement have been stated. Now it is time for some discussion.
First, state your reaction to what you have observed..."seeing you chew gum in front of customers gives you an unprofessional appearence in my mind". Or, for a parent..."when you don't call to say you have safely reached your destination, I worry". This is your observationand the objective of this element is to state how it affects you personally.
Don't fall into the trap of saying howing it affects others. Your reactiion to the observation becomes less credible and may become a point of discussion that sidetracks your constructive feedback session.
Second, it is time to see what the recipient of the feedback thinks. This is their opportunity to respond and to clarify. Be a good listener to make sure they are receiving what you are sending. Be a good listener to make sure you understand their point of view which may completely explain the behavior. On some occasions, you may find they are doing the right thing and your observations were misleading.
If you were brief in your description of your observation and of your reaction, the recipient should still be open minded and ready to participate in a good two way improvement discussion.
First, state your reaction to what you have observed..."seeing you chew gum in front of customers gives you an unprofessional appearence in my mind". Or, for a parent..."when you don't call to say you have safely reached your destination, I worry". This is your observationand the objective of this element is to state how it affects you personally.
Don't fall into the trap of saying howing it affects others. Your reactiion to the observation becomes less credible and may become a point of discussion that sidetracks your constructive feedback session.
Second, it is time to see what the recipient of the feedback thinks. This is their opportunity to respond and to clarify. Be a good listener to make sure they are receiving what you are sending. Be a good listener to make sure you understand their point of view which may completely explain the behavior. On some occasions, you may find they are doing the right thing and your observations were misleading.
If you were brief in your description of your observation and of your reaction, the recipient should still be open minded and ready to participate in a good two way improvement discussion.
Monday, January 26, 2009
Business Builder Bob - Constructive Feedback #1
Always start a feedback session with something positive. The more positive and specific, the more open minded the recipient will be to getting constructive feedback. The best form of positive reinforcement is recogition. Pause for a moment and give this some thought...the best way to offer constructive feedback is to start with recognition. Try it, it is an unbelievably effective strategy.
So, you have their attention and they are open-minded. Ask the recipient if you can provide some constructive feedback. State that their performance is good and you are confident that it can be even better.
Now provide a specific description of your observations about their performance or behavior. This must be YOUR observation, not hearsay or someone else's observation. If the description is too long, it starts to become a lecture and all your work to speak to an open minded recipient will be wasted. Plan ahead and don't try to fix 2 or 3 things at once. It is important to boil this down to a one or two sentence description of your observations.
We have covered the first three elements and they need to be done in order:
1. Provide positive reinforcement, preferrably recognition.
2. Ask if you can provide constructive feedback..their performance is good and you are confident it can be even better.
3. Provide a brief, clear description of YOUR observations.
Business Builder Bob
Bob Tetu
businessbuilderbob@gmail.com
610-624-3395
So, you have their attention and they are open-minded. Ask the recipient if you can provide some constructive feedback. State that their performance is good and you are confident that it can be even better.
Now provide a specific description of your observations about their performance or behavior. This must be YOUR observation, not hearsay or someone else's observation. If the description is too long, it starts to become a lecture and all your work to speak to an open minded recipient will be wasted. Plan ahead and don't try to fix 2 or 3 things at once. It is important to boil this down to a one or two sentence description of your observations.
We have covered the first three elements and they need to be done in order:
1. Provide positive reinforcement, preferrably recognition.
2. Ask if you can provide constructive feedback..their performance is good and you are confident it can be even better.
3. Provide a brief, clear description of YOUR observations.
Business Builder Bob
Bob Tetu
businessbuilderbob@gmail.com
610-624-3395
Friday, January 23, 2009
Business Builder Bob - Constructive Feedback vs Corrective Action
These are the next two subjects for this blog and there is an important distinction between the two subjects.
Constructive Feedback is used by a supervisor or parent to twick or modify behavior that is already acceptable. Corrective Active must be taken by a supervisor or parent when behavior is unacceptable.
Many people refer to Constructive Feedback as Constructive Criticism, but few people know how to make criticism come across as constructive because it can immediately put the recipient on the defensive. The Constructive Feedback best practice described in this blog will help avoid the trap of sounding like criticism. When the elements are properly followed, the recepient is engaged and open minded about improving their performance or behavior.
For changing unacceptable behavior, most companies have a corrective action policy. These policies generally escalate in consequences to possible termination if the behavior is not changed.
There are many situations where Constructive Feedback can improve performance before a potential Corrective Action issue arises. This blog will review best practices for Constructive Feedback first, then Corrective Action.
Business Builder Bob
Bob Tetu
businessbuilderbob@gmail.com
610-624-3395
Constructive Feedback is used by a supervisor or parent to twick or modify behavior that is already acceptable. Corrective Active must be taken by a supervisor or parent when behavior is unacceptable.
Many people refer to Constructive Feedback as Constructive Criticism, but few people know how to make criticism come across as constructive because it can immediately put the recipient on the defensive. The Constructive Feedback best practice described in this blog will help avoid the trap of sounding like criticism. When the elements are properly followed, the recepient is engaged and open minded about improving their performance or behavior.
For changing unacceptable behavior, most companies have a corrective action policy. These policies generally escalate in consequences to possible termination if the behavior is not changed.
There are many situations where Constructive Feedback can improve performance before a potential Corrective Action issue arises. This blog will review best practices for Constructive Feedback first, then Corrective Action.
Business Builder Bob
Bob Tetu
businessbuilderbob@gmail.com
610-624-3395
Tuesday, January 20, 2009
Business Builder Bob - Growth Curve
This is a simple concept, but important to recognize. When you are trying to grow as an individual, a parent or a business, you are making changes. Initally change is hard. The new procedure or behavior may feel uncomfortable, strange, even scary.
However, as you learn it, it becomes easier. Remember it generally takes six to ten weeks for something new to become routine. Throughout the transition, the change will feel more natural and not so hard. People will feel better and better about the change and the results.
This is referred to simply as the growth curve. In the beginning, things feel worse and as time goes on, things feel better and better. If you are prepared for this, it will help get you over the hump in the beginning.
What is the opposite curve? Feels better in the beginning and feels worse and worse as times goes on. It is the addiction curve. If you think about it, addiction doesn't only have to mean drugs. It can be an addiction to an old way of doing things that isn't working and feels worse and worse over time, but is very hard to break away from.
If you read the earlier posts on Managing Change, it may help you to break away from addictive behaviors.
Thursday, January 15, 2009
Business Builder Bob - Viewpoint
This is the 19th posting by Business Builder Bob. We have covered Change Management, Reliable Processes and Recognition. In each case, opportunities to grow and improve your business and your professional toolbox have been presented. Lots more on the way.
If we are genuinely interested in implementing best practices what are characteristics of change that we should be aware of? One is viewpoint. When approaching a new idea, a new process, a new concept with the purpose of implementing, consider your own point of view. You can't control others point of view, but you can resolve to control your own. Here are two possible views.
VIEW FROM FEAR and you may experience limits, losing, confusion, scarcity, defensiveness, victimness, loss of self-confidence.
VIEW FROM EXCITEMENT and you will likely experience opportunity, winning, clarity, abundance, openness/acceptance, ownership, gain of self-confidence.
Consider this food for thought...
Business Builder Bob
Bob Tetu
businessbuilderbob@gmail.com
Startup and Turnaround Specialist
If we are genuinely interested in implementing best practices what are characteristics of change that we should be aware of? One is viewpoint. When approaching a new idea, a new process, a new concept with the purpose of implementing, consider your own point of view. You can't control others point of view, but you can resolve to control your own. Here are two possible views.
VIEW FROM FEAR and you may experience limits, losing, confusion, scarcity, defensiveness, victimness, loss of self-confidence.
VIEW FROM EXCITEMENT and you will likely experience opportunity, winning, clarity, abundance, openness/acceptance, ownership, gain of self-confidence.
Consider this food for thought...
Business Builder Bob
Bob Tetu
businessbuilderbob@gmail.com
Startup and Turnaround Specialist
Wednesday, January 14, 2009
Business Builder Bob - Recognition #4
As much as it makes sense to put this best practice for recognition to memory, it is not always possible to spontaneously put together the elements of powerful positive recognition. The result we want is to reinforce specific results and behaviors. Also, it may be difficult to meet the 80/20 rule of positive vs negative reinforcement. In both cases, a little preparation and planning can help.
Ask yourself, what specific results have you recently observed that are worthy of recognition. Think about the 5 Ws - Who, What, Where, When, Why...
Think of a way to present the results in a very tangible way. Think about the specific behavior that brought about the results that you want to reinforce.
Finally, make sure to understand why this result was personally important to you.
That's it. As owners, supervisors, leaders, and parents, these are all the tools needed to provide powerful positive reinforcement. It is important to make a conscious effort to use the tools daily until it becomes a part of your routine.
I would like to thank you for taking the time to read and learn this technique. Your work or home environment started to change for the better beginning with the first time you followed these steps for positive recognition. It is personally satisfying to me that you have learned and taken action on a best practice you picked up in this blog. Please continue to refine this skill and I'll be here with more tips for best practices.
Business Builder Bob
Bob Tetu
businessbuilderbob@gmail.com
Startup and Turnaround Specialist
Ask yourself, what specific results have you recently observed that are worthy of recognition. Think about the 5 Ws - Who, What, Where, When, Why...
Think of a way to present the results in a very tangible way. Think about the specific behavior that brought about the results that you want to reinforce.
Finally, make sure to understand why this result was personally important to you.
That's it. As owners, supervisors, leaders, and parents, these are all the tools needed to provide powerful positive reinforcement. It is important to make a conscious effort to use the tools daily until it becomes a part of your routine.
I would like to thank you for taking the time to read and learn this technique. Your work or home environment started to change for the better beginning with the first time you followed these steps for positive recognition. It is personally satisfying to me that you have learned and taken action on a best practice you picked up in this blog. Please continue to refine this skill and I'll be here with more tips for best practices.
Business Builder Bob
Bob Tetu
businessbuilderbob@gmail.com
Startup and Turnaround Specialist
Wednesday, January 7, 2009
Business Builder Bob - Recognition #3
For the third and fourth elements of recognition it is time to get personal...
The third element is to add your personal appreciation. Why were the results personally significant to you? Why does the behavior deserve your personal attention?
You may be a parent, a supervisor, a leader in your business. Publicly acknowledging your personal appreciation and the reason why this is important to you is the second powerful element of that is often omitted. Including this in your recognition is further reinforcement of the results and behaviors that are important to you personally.
The fourth element is a simple wrapup that an includes an offer of your own personal continued support and a final summary statement of recognition. So, not only are we providing recognition, we are also offering to personally support continued efforts to achieve the results and behaviors we want.
Try to put the four steps in your head. There are times when recognition can be planned ahead, but there are also times when it is more appropriate to provide it on the spot, spontaneously. In these cases, the four elements are still going to make your recognition more meaningful, so you'll have to remember the four parts.
Business Builder Bob
Bob Tetu
businessbuilderbob@gmail.com
Startup and Turnaround Specialist
The third element is to add your personal appreciation. Why were the results personally significant to you? Why does the behavior deserve your personal attention?
You may be a parent, a supervisor, a leader in your business. Publicly acknowledging your personal appreciation and the reason why this is important to you is the second powerful element of that is often omitted. Including this in your recognition is further reinforcement of the results and behaviors that are important to you personally.
The fourth element is a simple wrapup that an includes an offer of your own personal continued support and a final summary statement of recognition. So, not only are we providing recognition, we are also offering to personally support continued efforts to achieve the results and behaviors we want.
Try to put the four steps in your head. There are times when recognition can be planned ahead, but there are also times when it is more appropriate to provide it on the spot, spontaneously. In these cases, the four elements are still going to make your recognition more meaningful, so you'll have to remember the four parts.
Business Builder Bob
Bob Tetu
businessbuilderbob@gmail.com
Startup and Turnaround Specialist
Tuesday, January 6, 2009
Business Builder Bob - Recognition #2
Here are the first two of four elements of a Best Practice for giving recognition:
First, give the recognition quickly. That is, give the recognition as close in time as you can to the activity or result you are recognizing. There is no rule about how soon, but the sooner the better. You want to provide the recognition while the acitivity is still fresh in your mind and the mind of the individual you are recognizing.
The second and third elements are omitted by many people and therefore, the recognition is not as powerful and meaningful as it can be. The second element is to be very specific about the result you are recognizing. The more specific you are, the more reinforcement you provide to continue the specific practice that achieved the result.
For example, you could say "Nice job yesterday Joe" or you could say "I want to recognize Sally's quick action during the small Hazmat spill we had yesterday. She was obviously familiar with company procedures because she reacted confidently and appropriately. She was able to contain the spill quickly and avoid a far more costly event."
This may not seem important, but it is. In the first case, Joe probably knows you are refering to the spill and will be happy to get the recognition. However, the way Sally was recognized specifically pointed out the results she achieved --saved money, contained the Hazmat event. Sally's recognition also reinforced for Sally and for anyone else who was present, the importance of knowing company Hazmat procedures.
So here's a little trick to put in your head. When you are providing recognition, instead of thinking 'I am recognizing a person', think 'I am recognizing results and reinforcing behavior'. This change in your mental picture of recognition will help you get the second element correct and make your recognition much more powerful.
First, give the recognition quickly. That is, give the recognition as close in time as you can to the activity or result you are recognizing. There is no rule about how soon, but the sooner the better. You want to provide the recognition while the acitivity is still fresh in your mind and the mind of the individual you are recognizing.
The second and third elements are omitted by many people and therefore, the recognition is not as powerful and meaningful as it can be. The second element is to be very specific about the result you are recognizing. The more specific you are, the more reinforcement you provide to continue the specific practice that achieved the result.
For example, you could say "Nice job yesterday Joe" or you could say "I want to recognize Sally's quick action during the small Hazmat spill we had yesterday. She was obviously familiar with company procedures because she reacted confidently and appropriately. She was able to contain the spill quickly and avoid a far more costly event."
This may not seem important, but it is. In the first case, Joe probably knows you are refering to the spill and will be happy to get the recognition. However, the way Sally was recognized specifically pointed out the results she achieved --saved money, contained the Hazmat event. Sally's recognition also reinforced for Sally and for anyone else who was present, the importance of knowing company Hazmat procedures.
So here's a little trick to put in your head. When you are providing recognition, instead of thinking 'I am recognizing a person', think 'I am recognizing results and reinforcing behavior'. This change in your mental picture of recognition will help you get the second element correct and make your recognition much more powerful.
Monday, January 5, 2009
Business Builder Bob - Recognition #1
Recognition and positive feedback are essentially the same thing and should be viewed as the most used tool in the toolbox of managers, supervisors and even parents. Before we discuss the most effective way to provide recognition, there is a quideline you must know and appreciate: 80% of all feedback MUST be positive feedback.
Why? It is human nature to shut down listening when getting negative feedback such as, "that's the wrong way to do it", "you handled that poorly", "don't do that again". These are examples of negative feedback and will most likely put the recipient on the defensive and cause them to stop listening to anything else you have to say.
On the other hand, positive feedback causes people to feel appreciated and they will be more receptive to any "corrective action" you may want to discuss. More about corrective action in future blogs.
As with managing change and with reliable processes, a little preparation helps and there are specific elements of recognition that make it more effective.
If you are so inclined, think about how often you use negative vs positive feedback. How much recognition are you passing out? Are you following the 80:20 quideline for positive vs negative feedback?
Business Builder Bob
Bob Tetu
businessbuilderbob@gmail.com
610-624-3395
Startup and Turnaround Specialist
Why? It is human nature to shut down listening when getting negative feedback such as, "that's the wrong way to do it", "you handled that poorly", "don't do that again". These are examples of negative feedback and will most likely put the recipient on the defensive and cause them to stop listening to anything else you have to say.
On the other hand, positive feedback causes people to feel appreciated and they will be more receptive to any "corrective action" you may want to discuss. More about corrective action in future blogs.
As with managing change and with reliable processes, a little preparation helps and there are specific elements of recognition that make it more effective.
If you are so inclined, think about how often you use negative vs positive feedback. How much recognition are you passing out? Are you following the 80:20 quideline for positive vs negative feedback?
Business Builder Bob
Bob Tetu
businessbuilderbob@gmail.com
610-624-3395
Startup and Turnaround Specialist
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