1 GOAL Agree on topic & aim of discussion REALITY Feedback: facts & behaviors Question own attributions Active listening Assess self-insight Diagnosis OPTIONS Identify alternatives Anticipate consequences Ensure choices are made WAY FORWARD Commit to action Identify metrics & timeframe Identify obstacles & relapse Anticipate coping responses Agree on support The GROW Model

2 You have been a good horse, a true pleasure to ride, but I believe you need to work on your galloping a bit… GOAL Agree on topic & aim of discussion

3 I said FEED-BAG, dummy, not feedback!

4 Prepare Readiness to Change Precontemplation: do not intend to change in the short- term. Awareness raising. Dramatic relief. Environmental reevaluation (recognize positive impact of change) Overall: help employee recognize performance problems, cope with emotions (e.g., fear of failure), and inspire them to change (by pointing out benefits)

5 Have you ever known someone who quitted a job because s/he received negative feedback? Feedback is a double-edge sword, because it can make an already poor performer even worse! In fact, we only have one in three chances of improving matters when we give negative feedback: REALITY

6 Contemplation: promote intent to change Self-reevaluation: Realize change is important to one’s identity, happiness, and success. Self-liberation: change can be successful & making a firm commitment (squash self-doubts). “Read” employee’s readiness to change and tailor subsequent steps to it.

7 Feedback can be very effective… Directs behavior Stimulates performance goals. It can be reinforcing. Clarifies beliefs about the effects of employee behavior. Increases… Employees’ ability to detect errors. One’s sense of control. Sense of task ownership and responsibility.

8 Analyze the source of the issue… We tend to attribute others’ failures to their personal characteristics (“he is lazy”). We tend to attribute our failures to external factors (“I just didn’t have the support of my boss”). Person System “Sin” “Sickness” Check your assumptions: Beware of the “fundamental attribution error”! But remember to first…

9 Is feedback always the answer? Feedback? Skills Motivation Task-feedback Motivational feedback Personality, Ability However,

10 Knowledge Skills Abilities Other LEARNABILITY Is feedback always the answer?

11 How to deliver effective feedback Diagnose the cause of performance problem. Pay attention to situational constraints. Open the evaluation on a positive tone. State your intent to help improve performance. Deliver behavioral feedback. Describe rather than evaluate performance problems. Seek employee’s opinions and participation about situational constraints. Listen actively. Show that you understand by re-stating employees’ concerns in your own words. Don’t ask “why,” ask “ how ”… “ Sandwich ” performance problems between positive results, but be mindful of following this script too rigidly. Consider closing on a positive note.

12 Delivering effective feedback Do Don ’ t Behavior: describe performance. “ the amount of raw material waste that you produced was above average. ” Conclusion: evaluate performance. “ I can ’ t tolerate your laziness. ” Problem solving orientation: conveys trust in the employee ’ s ability to solve the problem. “ Have you thought about what can be done to reduce mistakes? ” Control orientation: emphasizes the supervisor ’ s power over the employee. “ I have decided that you should do X, Y, and Z. ”

13 Do Don ’ t Empathy: shows interest in the problem and in the employee. “ I wasn ’ t aware of that; let me sure I understand …” Neutrality: lack of interest. “ Too bad, but we all have our own problems. ” Equality “ I have to make a decision pretty soon, but why don ’ t you me your suggestions by Friday? ” Superiority “ I get paid to make decisions around here, not you. ” Delivering effective feedback

14 Think of potentially better ways to deliver feedback: Ineffective feedback?Better feedback? “ you have been late for work too much lately. ” “you seem to be having problems getting along with your coworkers.” “ you are not as friendly with customers as you should be. ”

15 Consider options and current counter-conditions: Analyze counterconditions: what would take to substitute old behaviors and habits. Analyze how the environment would have to be restructured for each alternative to elicit new behaviors & limit old habits. Ensure choices are made and mutually understood OPTIONS

16 Goal WAY FORWARD Commit to action: Identify metrics & timeframe. Identify high-risk situations that may endanger goal achievement. Think about coping responses to face such high-risk situations. Agree on support: seeking & using social relationships for the change.

17 S pecific (rather than broad) M easurable (including time metrics) A greeable (and owned) R ealistic or attainable (and yet challenging) T imely (sense of urgency) Goal WAY FORWARD