Giving and Receiving Feedback for Management and Leadership
- Life Time Access
- Certificate on Completion
- Access on Android and iOS App
Giving employees or team members feedback is an essential skill for every manager or team leader. If you do this well, your team members will perform well. Their success is your success. That is the purpose of this course.
Feedback should be a primary learning activity, welcomed as an opportunity for growth by the recipient. Unfortunately, very often feedback is viewed as punishment, a source of anxiety that inhibits one's ability to learn. The purpose of this course is to help you develop the skill of giving feedback in a way that reduces anxiety and maximizes the opportunity for learning and continuous improvement on the part of the individual.
This course is intended to be very concise and direct, focused solely on this important skill of both giving and receiving feedback.
- "This is a fantastic course, as a refresher for someone like me, or for anyone new to the subject. It brought back many of the lessons I had forgotten. This is a vital skill for any manager, so take this course and gain the wisdom and knowledge that Larry has to offer. He shares everything you need to know. You won't be disappointed!" James Steele
- "As a self employed person, my business rests on the way I interact with people. Lawrence's descriptions of common interpersonal problems which impact business (and personal lives) ring true. The course is well produced and thought through and the delivery is engaging." Eve Williams MMus
- "Great and the focus early on about having courage to speak up and 'straight talk' is brilliant. Have courage people." Stefan Bard
- "Miller's course provides positive perspectives and strategy on what many managers view as a difficult and sometimes unpleasant part of their job. Making feedback a positive component of employee development and improvement, and positioning it as a collaborative, data-driven process should help any manager with developing themselves and their team." Patrick Francis
Who this course is for:
- This course is for managers, team leaders who must provide feedback to their team members to help them develop their skills and performance
- Only the desire to help your team members improve their performance
- You will be able to use a structured model for giving feedback in a positive and helpful way
- You will assure behavior change by developing action plans and accountability
- You will learn the essential attitudes or mindset that leads to effective feedback
- You will avoid mistakes that may result in extreme anxiety on the part of both the giver and receiver of feedback
- You will also practice a model for receiving feedback in a manner that will maximize the value of feedback received
We all have a history with feedback that creates anxiety and inhibits us from both giving and receiving feedback.
Let’s learn how to both give and receive feedback as a true learning/teaching experience.
The purpose of this course is to help you develop the skills of effectively giving feedback to others and receiving feedback in a way that leads to learning and improvement. This is “Straight-Talk.”
- To learn and to practice giving feedback to others in a manner that will facilitate learning by the other person.
- To learn and practice the skill of receiving feedback in a manner that will improve your own ability to learn from others.
- I want to share why feedback causes anxiety and how we can reduce or eliminate that.
- Some key words to use and not use.
- I want to share a simple model that you can follow in constructing helpful feedback.
- And, I will share a model that will help you become a great recipient of feedback.
Why we fail to give feedback:
If I am the only one who feels this way, it must just be me.”
“If I raise this subject, it will start an argument, and I don’t want to argue.”
"If I really say how I feel, I will hurt his feelings and make matters worse.”
Why do you sometimes fail to speak up, either to an individual or to the group?
With Your Study Circle:
- Have you seen examples of this in your organization? Why?
- Have you ever been guilty of failing to give straight-talk? Why?
- When your manager gave you feedback, what was most helpful about that experience and what was most difficult?
- How do you think you might have inhibited others from giving you feedback?
Characteristics of Great Managers
Certain values, and behavior on your part consistent with those values, can enhance your ability to give feedback in a helpful way.
- Excellence or C.I.
With Your Study Circle...
Consider each of these values, or others, and ask yourself, how has each of these enabled me to give feedback, or inhibited me from giving feedback. How do you think recipients of your feedback have responded to these values?
- Excellence of C.I.
Research has demonstrated that when the person giving feedback adheres to these principles, feedback is most likely to result in positive behavioral change:
- Point to Positive Behavior
- Own it!
- Listen with Empathy
Our approach to someone, and certain phrases, can trigger a fight or flight response that inhibits the ability to process feedback.
When the emotional brain takes over from the thinking brain. When “fight or flight” takes over.
“I don’t care…”
“You better, or else…”
Ask yourself these questions:
- First, is the feedback I have to give intended to be genuinely helpful to the other person or group?
- Can I express it in a way that will point to positive action, rather than only expressing anger?
- Can I give the feedback in a way that does not demean the person, but rather focuses on specific behavior?
Identify an individual to whom you would like to give feedback. Describe the situation that prompts the need for feedback.
- Why will my feedback be helpful to this individual. Why should he/she care?
- How can you express your feedback in a positive way? What is the behavior you would like to increase, rather than decrease?
- Can I uplift the person while asking for a change in behavior?
The Continuum of Engagement
- Be sure that your intention is to be helpful to the other person or team.
- Think it through. Be clear about what you want to say. Even if you are not sure about the reasons why you feel the way you do, you can share that uncertainty.
- Emphasize the positive. You care about this person or group and you want to help them improve. Tell them why you care.
- Be specific -- Avoid general comments or exaggerations. Don’t say “You always…” This will cause the other person to be defensive. Be specific about what and when the person or group does something.
- Focus on pinpointed behavior rather than the person. The person is good and worthy (why you care) but the behavior is what is bothering you, and it is also what the person can change.
- Own the feedback -- Use ‘I’ statements to indicate that this is how “I feel and others may not experience the same thing.”
- Your manner and the feelings you express are important. Be direct, but be kind and helpful. Be sincere.
- Ask permission (“I would like to share an observation, if you don’t mind.”)
- When… (Describe the circumstance, time, etc.)
- What happens (describe the specific behavior)
- It makes me feel… (why it is a problem for me and possibly for others)
- Ask for Reflection…(how do they experience this situation?).
- A suggestion. It is always best not to act as if you know for certain what the right course of action is, but it is helpful to have a possible or suggested course of action.
- Brainstorm Alternative courses of action.
- Gain Commitment to Action.
- Agree on Follow-up.
With your study partners…
- Each identify a situation in which you need to provide feedback
- Think through how to apply the model
- Practice with another partner playing the subject. Have the others observe
- Give feedback to each other on how that felt, the likelihood of action, and any improvements that could be made.
Setting Goals and Action Planning
Continuous Improvement and Fact-Based Feedback
Guidelines for Receiving Feedback
Activity - Practice Receiving Feedback
Bonus Lecture: Some Additional Resources
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