1. Building Leadership Capacity
Slide Intent
Cover slide
Effective Feedback
New Reality Leadership
December 2018
Copyright New Reality Leadership, LLC

2. 1. The Good, Bad, and Ugly Feedback
Context
It is helpful to see illustrations of effective and ineffective feedback to identify ways we can maximize our feedback to others.
To Do
Think of effective and ineffective examples of feedback given to you or that you have seen given to others. Identify the characteristics of the feedback that made it effective or ineffective.
How
In small groups, identify several examples of effective or ineffective feedback you have observed. Chart your examples
Slide Intent
Introduce an exercise on effective and ineffective feedback.
Key Messages
Conduct this exercise per the instructions.
Have the groups chart their response on a flip chart.
Hang completed charts on wall for reference.
Facilitation Notes
This exercise helps the participants see examples of good and poor feedback. Here they identify what they have seen in others. They will then assess themselves to determine strengths and opportunities. The module builds awareness of the tools and what good looks like. The real learning comes by applying the tool. See the Journal Process at the end for ideas.

3. Objectives Identify characteristics of effective feedback.
Learn nine approaches to improving feedback.
Create a plan to apply these methods to improve your feedback approach.
So that you can provide affirming or improvement feedback to employees to help them grow to their full potential at an accelerated rate.
Slide Intent
Present objectives.
Key Messages
Facilitation Notes
It is a good facilitation practice to review the objectives at the beginning and end of a session so participants know what to focus on through the session.

4. Agenda The Good, Bad, and Ugly Feedback
Assessing our Feedback Approach
9 Feedback Methods
Cost of Poor Feedback: Illustrations
Exercise: Evaluating Feedback
Summary and Application
Slide Intent
Present the agenda.
Key Messages
Share the agenda. Post this on the wall as well either by making a poster from this slide or making a chart to hang.
Facilitation Notes
By posting the agenda, you can refer to it as you work through the session. Participants like to know where they are in the overall session.

5. 2. Assessing our Feedback Approach
Complete the feedback assessment in your books.
In pairs, discuss your key findings of strengths and opportunities.
Pick 2-3 strengths and 2-3 challenges you noted.
The assessment results provide information to help you focus on what is important for you in this module.
Slide Intent
For participants to complete or review their assessments.
Key Messages
Ask participants to complete or review their assessments and highlight their strengths and opportunities.
They will review this assessment after the session.
You can ask for comments but this exercise is mostly for their reflection.
Facilitation Notes

6. 3. Nine Feedback Methods
For this section, work in groups of 3-4 people to discuss the listed feedback tools and determine ways to apply these with those you lead.
a. Inquire first, advocate second (listen, talk)
b. Situation, Behavior, Impact
c. But to And
d. Be specific
e. Identify an overuse of a positive quality
f. Find people doing things right
g. Praise progress
h. State what they should do (vs. not do)
i. Use the 5-step Difficult Conversation Approach
Slide Intent
Introduce the feedback methods.
Key Messages
This slide is for fun and getting participants into small groups that will stay together through this discussion on feedback methods.
Be creative on how you divide the groups. Use candy, stickers, cards, or other items.
Suggest 3-5 per group.
Facilitation Notes
The groups will stay together as you discuss the methods. There are different facilitation methods used to discuss these tools. Some discussions are done in groups and shared with the other teams. Some discussions are large group discussions. There is a charting exercise as well. Adjust facilitation methods based on group or your facilitation style.

7. Inquire, Reflect, Ask, Digest, Listen
a. Inquire First
Inquire
Advocate
Avoid
Coach
Instruct
Influence
Negotiate
Advocate
Coaching Process
Inquire, Reflect, Ask, Digest, Listen
Conflict
Performance issue
React too quickly
Slide Intent
These next two slides illustrate the importance of gathering information before reacting to it. The model helps participants visualize a flow to inquire first and then provide feedback.
Key Messages
As conflicts and issues arise, we have 3 ways to respond. One is to avoid it. Secondly, we can react and respond quickly and possibly miss information that we need before responding. Third, and most effective, we can ask questions and gather information to make accurate assessments before we reply.
The goal is to understand an issue before judging or solving it. Ask non-judgmental questions, reflect on the situation, and digest the information. Once we see the entire picture, discuss options with the person or team.
Leaders often react too quickly to challenging situations. This approach demotivates a person.
Ask participants: “How much does this cost a leader to do”? “What is the potential return on following this model”?

8. Inquire First (cont.) List an example of where you:
Used this approach well or saw someone else use it well.
Did not use this approach or an example your observed.
Slide Intent
Continuation and application of Inquire first.
Key Messages
Show second slide. Ask for examples. Groups can discuss among themselves or you can do as a large group.
There is space in the workbook for answers.

9. b. Situation, Behavior, and Impact
Situation you
Observed
Behavior or Actions
you Noticed
Impact or Results
Monday we had an important presentation.
You were late to the meeting and our presentation time was shortened.
We were not able to relay important information that would have helped us gain the contract.
A pump bearing was failing in the pressure room.
Your attentiveness picked up the change in the normal operating sound of the pump and you called maintenance to check it out.
They identified the issue and replaced the bearing before we started the next run, ensuring the product was made on time.
Slide Context
To show a model that increases the impact of feedback.
Key Discussion Points
Feedback is often general. People tell others, nice job, way to go, that looks good, or that will not work, that needs to be improved, that is not acceptable.
This model frames encouraging and improvement feedback that ensures the receiver understands the situation, what actions – positive or negative - the employee took, and the positive or negative consequences.
Two examples are provided. Add specific ones as needed.
Feedback does not have to be wordy. Clear, to-the-point feedback works well.
Facilitation Notes
This works for encouraging feedback and straight forward improvement feedback. If more complex feedback is involved, use the Difficult Conversation model found in that module.
Note: This method works well for general feedback and straight forward improvement feedback. For difficult feedback, see the Difficult Conversations coaching process.

10. c. But to And To And….. From But…..
John, your drawing is great but it needs some color and a boarder.
John, your drawing is great and if you add some color and a boarder, that would make it perfect.
Slide Intent
Show another way to increase feedback effectiveness.
Key Messages
This small tip creates huge dividends.
By removing the Buts and replacing with Ands, you convey the same message with less anxiety for the receiver. In many cases, they may not even know you are providing feedback to them.
Facilitation Notes

11. d. Be Specific From Great job on the presentation today. To
The presentation was concise. It covered the three points we discussed and the impact of using the new system. The site leadership team agreed to adopt the process.
Slide Intent
Another emphasis on being specific.
Key Messages
This slide is similar to Situation, Behavior, and Impact. Just another example.
Note that if the Situation is very clear, you can start with the behavior.
Show slide as example and move to next slide.
Facilitation Notes

12. Be Specific (cont.) Your driving is very good I like your Excel form
Change each statement to make it specific?
Your driving is very good
I like your Excel form
Your session was not very clear
The session was boring
The food was great
Slide Intent
Practice being specific.
Key Messages
Ask participants to re-write the examples to make them specific.
Can do verbally as a large group if desired.
Facilitation Notes

13. Be Specific (cont.) Use Specific Character Qualities
Look for these types of attributes and highlight them in your feedback.
Using the worksheet in the back of your workbook, identify a few employees who exhibited one or more of these attributes. Write a feedback statement for one of the employees.
Attentiveness
Initiative
Dependability
Diligence
Humility
Decisiveness
Flexibility
Orderliness
Slide Intent
Practice being specific using character qualities.
Key Messages
Review the slide. These characteristics add value and specificity to the feedback.
Use these words to enhance feedback.
Ask participants to look through the worksheet at end of workbook and identify one employee who exhibited a quality. Have them write a feedback statement. Review a few examples.
Facilitation Notes

14. e. Identify an Overuse of a Quality
From
You are curt with employees during the morning meetings. To
You are direct in your work and get things done quickly. Sometimes you come across harshly to the participants in the morning meeting causing them to shut down and not contribute. How can you use your ability to execute the work and be more patient in the discussions?
Slide Intent
Introduce concept of providing feedback when a person over uses a good quality.
Key Messages
At times, people over use a good quality creating a negative situation.
Here is an example they can read.
The next page has 2 practice situations plus extra practice if desired.
Facilitation Notes

15. Overuse of a Quality (cont.)
Create a feedback statement based on these two scenarios:
Mark creates a great process drawing but spends too much time on it compared to other work he needs to complete.
Jan gets things done quickly but sometimes rushes others to work as fast as she does.
Slide Intent
Over use of a quality.
Key Messages
Have the participants rephrase these two situations per the guidelines on the previous slide.
If more practice is desired, show the next slide and use the worksheet near the end of the workbook.
You could assign the additional examples as homework in preparation for a follow up review meeting.
Facilitation Notes
These situations are more common than people think. Many irritating characteristics result from a good quality over used or mis-used. If a leader can identify the strong quality, they can improve their coaching to help the person see the over use and make an adjustment.

16. Overuse of a Quality (cont.) More Practice
See worksheet in back of workbook.
Review the two examples.
Look through the other qualities to find one or two that might fit a current situation you face with an employee.
Write a feedback statement for that employee.
Slide Intent
Practice on overuse of a quality.
Key Messages
See instructions on slide.
You or participants can add other scenarios.
Facilitation Notes

17. f. Find People doing things Right
It is easy to find people doing things wrong.
List examples of people doing things right.
On a Post-it note, write 3-5 examples of people doing something right.
Use a separate Post-it for each example.
Share one example and then place all your examples a flip chart.
Slide Intent
Introduce concept of Finding People Doing Things Right.
Key Messages
With a little thought, leaders can find people doing the things right vs. only looking for the negative.
Even if the right things are part of the job, people like to know that others notice the work they are doing.
For example, noticing a neat, orderly work area goes a long way.
Facilitation Notes

18. g. Praise Progress What does Praising Progress mean?
Why is praising progress crucial to growing employee capacity at an accelerated rate?
List one or two example where you praised progress or a missed opportunity.
Slide Intent
Introduce concept of Praising Progress.
Key Messages
Ask participants what they think this means and why it is crucial.
People like to know they are on the right track. We often wait until the end of a day, project or assignment to give feedback. Praising progress encourages the team to keep going especially during difficult, demanding times.
Might discuss where they have seen this done well or not done as well.
Facilitation Notes

19. h. State What They Should Do
When giving feedback, focus on what the person should do vs. what they should not do.
Don’t turn the reactor temperature up so fast.
Don’t slam the door so hard.
Don’t use that document template.
Turn the reactor temperature up at a rate of 2 degrees per minute.
Please shut the door softer.
Use the document template in our database.
Slide Intent
Show one example of something small a leader can do that has a big positive impact.
Key Messages
This is one quick feedback tip that significantly enhances the leader coaching process.
Leaders convey the same message in two ways. One way demotivates the employee while the other motivates the employee.
Facilitation Notes
Same message with an encouraging, positive interaction.
Write one example in your workbook.

20. i. 5-Step Difficult Conversation
State what you observe (Situation, Behavior, Impact if it fits)
No opinions, judgments, or assumptions
Listen
Wait for a reply
Stay on the issue vs. being side tracked
Verify the objective, standard, or goal
Restate the original goal or company standard if needed
Ask for a solution
Ask employee for solution – how they plan to meet the objective
Verify Agreement
Slide Intent
Introduce a short process to deliver difficult feedback on specific areas such as policy or standards violations. This process is discussed in a module called Difficult Discussions. Introduce it here and explain that it will be addressed later…or remind them of it if it has already been presented.
Key Messages
These are 5 steps leaders can follow when delivering difficult feedback.
This process works best when addressing employees who have not followed defined policies or procedures.
It is not the right tool for everything, such as complicated situations that required deeper investigation and focus.
Allow participants to read through the steps in preparation for the next charts and exercises using this process.
Facilitation Notes
A key to this process in step 1: Rather than talk for several minutes about the situation and what the employee did wrong, simply state what is observed with no judgment or further comments.
Wait for the reply from the employee
If the person tries to deflect the problem or blame others, acknowledge the comments and then bring the conversation back to the one issue. If other legitimate issues are discovered, write those down and tell the employee you will look into those later and then return now to the issue at hand.
The key is to stay on track.

21. The Feedback Methods Inquire first Difficult discussion steps
Practice: Think of feedback you need to provide. Write down the situation and describe your approach. If you do not have a current situation, think back to a past situation. Did you successfully use one of these, or, could you have enhanced the feedback by using one of these?
Difficult discussion steps
Inquire first
Be Specific, use attributes
Find people doing things right
Situation,
Behavior,
Impact
Say what you would like vs. what you do not want
Slide Intent
Final overview of the tools.
Key Messages
This is a full list of the methods discussed.
Consider providing a copy of this page for each person to post for regular reference.
The Journal process helps the person think of and apply these concepts.
Facilitation Notes
Identify an overuse of a quality
Praise Progress
Use And vs. But

22. Other Feedback Methods
What other methods have you found useful in addition to those discussed?
Slide Intent
Solicit other methods that have been helpful to the participants.
Key Messages
There are many other feedback methods that are useful.
What other methods have you used that would be helpful to our group?
Facilitation Notes
If you desire, you can edit the process to add any specific tools your organization uses

23. 4. Cost of Poor Feedback: Illustrations
It costs nothing to give effective feedback. It costs a lot to give poor feedback or no feedback at all.
Read the examples in the participant guide. Then, discuss examples you have seen from your experience.
Slide Intent
Put into perspective the low cost of good feedback and the high cost of no feedback or poor feedback.
Key Messages
Discuss the slide and examples in the book.
Continue to emphasize the message with this concept, along with all the concepts presented.
Facilitation Notes .

24. Exit Interviews
Do you conduct exit interviews for departing employees?
Do you collect reasons why employees leave?
Are any reasons related to the feedback, or lack of feedback they received?
If you do not obtain exit interview information, think about this question:
List up to 5 names of employees who have left your team or general part of the organization. Can you identify why they left?
Slide Intent
Optional slide discussing exit interviews and the opportunity we have to gain information about employees and why they leave the organization.
Key Messages
Many companies do not do exit interviews. They simply let the person go.
Many people leave due to the way they are treated, the way they are given feedback, plus many other reasons.
Effective companies ensure they understand why employees leave and take actions to reduce turnover due to poor company practices or leadership.
Effective companies know this information by connecting and talking with employees regularly.
Facilitation Notes

25. 5. Exercise: Evaluating Feedback?
Context
We have discussed tools that increase feedback effectiveness.
To Do
Evaluate the statements in the participant guide. Determine if the statement is effective and what feedback tool is used. Or, if the statement is not effective, suggest an improvement.
How
Work in your groups and discuss the statements. Be prepared to share your ideas with the larger group.
Slide Intent
Provide exercise instructions.
Key Messages
Share the exercise instructions with the group.
Suggest groups be no more than 5 people.
Facilitation Notes
This exercise gets the participants thinking and practicing the feedback methods. It is important that they also practice after the session. The Journal process is a good way to help them focus on these methods and apply them. See the Journal process guidelines.
10 minutes

26. Competency Connection
Discuss how providing effective feedback increases the effectiveness of these competencies:
1. Communicates Effectively
2. Manages Performance
3. Listens Actively
4. Interacts Well with Employees
Slide Intent
Connecting other competencies to the Feedback Competency.
Key Messages
Facilitation Options:
Conduct a review of the competencies and ask group for comments.
Assign a competency to each group. Let them discuss how applying effective feedback approaches improves the competency.
For your view:
1. Communicates Effectively – Improves the general interactions of employees and managers.
2. Manages Performance – Improves the effectiveness and quality of managing performance by helping the leader to be respectful, confident in the discussions, and precise in the information.
3. Listens Actively – Reinforces the Inquiry Process.
4. Interacts Well with Employees – Encourages the leader to interact more with the employees in a positive manner.
Facilitation Notes
There may be other competency connections but typically there are several stronger connections such as these.

27. Review Assessment
Review the assessment to see if there are changes needed based on your understanding the feedback methods.
Slide Intents
Review the original assessment for adjustments.
Key Messages
The participants filled in the assessment without seeing the methods.
Have them review the assessment to see if they need to make adjustments.
This information is for their personal development and not shared broadly.
For your view:
Facilitation Notes

28. 6. Summary and Application
Review the possible development actions.
What actions will you take to enhance this area of your leadership?
Take a few minutes to fill in your participant guide.
Review the assessment for guidance.
Journal the application.
Slide Intent
Help participants focus on some helpful follow-up actions.
Key Messages
Encourage participants to think about ways they can apply the concepts.
Use the participant guide to write down a plan.
Encourage them to journal the process.
Think about a follow-up session where participants can share feedback stories.
Facilitation Notes

29. Objectives Identify characteristics of effective feedback
Learn 9 approaches to improving feedback
Create a plan to apply these methods to improve your feedback approach
Why do you think that providing affirming or improvement feedback to employees will help them grow to their full potential at an accelerated rate?
Slide Intent
Review objectives to see if they were met.
Key Messages
These objectives were outlined at the start of the module.
Discuss to see they were met.
Facilitation Notes
It is a good facilitation practice to review the objectives at the beginning and end of a session so participants know what to focus on through the session.
Most of the learning actually takes place after the session through application. Ensure there is an emphasis on how they will apply the skill. Ideally, there should be a follow up session to have them share their experiences.

30. Closing thoughts…
What is one insight you gained during this discussion that will help you in your leadership?
Slide Intent
Review of the module by asking for a key learning from the participants.
Key Messages
Ask each participant for one learning from this module.
The value of this exercise is for all participants to see how other leaders are applying the skill or knowledge, which helps them see creative ways to apply the skill.
Facilitation Notes