Giving and Accepting Feedback

Session 4 Objectives Identify behaviors of people who are accountable for giving and accepting feedback. Explain the ISECA Feedback Model and apply the steps of the model when giving feedback to others. Understand how filters of the receiver affect feedback. 1/2

Feedback What is it? Why is it important? A technique used to share information on your perceptions of behavior The goal is to increase personal awareness, growth and continuous improvement Why is it important? It helps to increase our awareness of our behavior and performance, reducing Blind Spots! Also helps us to make better decisions regarding our behavior based on feedback 1/3

Giving Feedback 1/5

1/6 How can we create a team that asks for feedback 1/6 How can we create a team that asks for feedback? Or how do we create opportunities for feedback between team members? This is how to create team feedback that is the “norm”. How can you build this into your daily interactions?

When to Give Feedback At the moment it is needed Timely feedback is critical Should be given within 48 hrs max When developmental or educational opportunities arise When it is necessary for another person to modify behavior to improve performance 1/7 READ FROM THE SLIDE Dialogue with participants: How many of you have had your performance appraisal for 2012? How would you rate the quality of the feedback you received? How many of you have conducted reviews for your direct reports? How would they rate the quality of the feedback you provided?

Formal Feedback: ISECA Feedback Model (state feedback from your own point of view, and indicate positive intent.) S pecify (behavior)… then listen E xplain (impact)… then listen C 10/18 ISECA is a tool that can be used to provide good feedback and support the person giving feedback. Good feedback should include all of the elements within the ISECA process. READ FROM THE CHART larify (expectations)… then listen A gree (on actions)… involve the individual

Accountable People Seek Feedback Culture of Accountability Accountable People Seek Feedback Listen for understanding Create behavior changes 1/45 Feedback is an important tool because it creates accountable people. Accountable people do not wait for people to come and give them feedback—they go and ask for it.—in fact most will not get the feedback they need if they don’t go ask for it.

Accountable People Seek Feedback Behaviors of accountable people Recognize the gray areas in life Openly admit failure Openly take responsibility Look for the positive lessons that negative situations provide 1/46 Feedback is an important tool because it creates accountable people. Accountable people do not wait for people to come and give them feedback—they go and ask for it. In fact, most will not get the feedback they need if they don’t go ask for it. READ FROM SLIDE How do you know someone is listening to feedback?

Asking for Feedback… Do You Have Any Feedback For Me? What Feedback Do You Have For Me? How can I support you with… What can I do to better support you? 1/47 Today we are get deeper into See It If you look at the behaviors in See It—it is all about feedback. What is the difference between these 2 statements? That is right—one is closed and one is open—which actually shows you do want the feedback.

Accepting Feedback 1/44

Active listening Repeat back what person said to you Ask clarifying questions Thank them! Do Not… Interrupt Be a “Sentence Finisher!” Dominate conversation Abruptly change subject Ignore communication 10/63 Practice active listening with more ISECA

Filters go both ways! Take a look at how we filter feedback. Based on our senses alone, we are bombarded with feedback all day long. So how do we expect someone to filter out the less meaningful things and focus on what needs to be improved? The first step, and it is probably the most powerful step, is in the way we deliver the feedback. Use the “Platinum Rule” – Do unto others as they would like to have done unto them.

Anticipate Challenges May take things personal May become emotional May become argumentative May be in total disagreement May walk out in the middle of the feedback session Making excuses Empty promises Non-response: “what ever you say” Chronic negativity 5/43 What can you do?

Thank you for the Feedback! 1/64