3.4.4 Giving Feedback

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En provenance du cours de University of Illinois at Urbana-Champaign

Leadership and Influence

20 notes

University of Illinois at Urbana-Champaign

Leadership and Influence

20 notes

Cours 3 sur 4 dans Specialization Professional IQ: Preventing and Solving Problems at Work

The only thing you get to change is yourself, and in the prerequisites to this course we’ve given you real tools to do that. Now, use those tools to influence the course of your future, your team's future, and your organization's future. Make a plan for yourself that will help you help others, and learn skills to make it happen. Listening and being sure of your values underpins everything that comes with professional influencer and leadership soft skills. We’ll go on to look at self-assessment and leadership planning, negotiation, addressing and resolving conflict, and successfully identifying and promoting circumstances you want. After this course, you will be able to: - state your own mission and plan with confidence - negotiate and persuade - deal with difficult people - contribute to crafting a working environment you want to work in The prerequisites for this course are Courses One and Two of the Specialization "Professional IQ: Preventing and Solving Problems at Work".

À partir de la leçon

Week 3: Difﬁcult Conversations as a Leader

Develop skills for tackling difficult conversations, including giving and getting feedback and handling complaints.

3.4.1 Getting and Giving Feedback1:36

3.4.2 2MC: Conﬂict at Work1:18

3.4.3 Feedback Is a Gift6:47

3.4.4 Giving Feedback6:58

3.4.5 Giving Hard Feedback7:02

3.4.6 Feedback: Going Visual7:07

3.4.7 Experts Comment: Conflict at Work5:56

Rencontrer les enseignants

C. K. Gunsalus
Director of the National Center for Professional and Research Ethics (NCPRE), Professor Emerita of Business, and Research Professor at the Coordinated Science Laboratory

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As you learn to ask for feedback and act upon it.

And as you move into leadership positions one of the things you'll be called on to

do is evaluate others.

Bare in mind that there is very few actions that you take with respect to

others that changes your relationship the way evaluating someone else does and

evaluating their work.

Even if you're friends, or especially if you're friends, and

friendly telling someone that their work is up to par,

not up to par, you're going to promote them you're not going to promote them,

will have a profound effect on your relationship.

And that's something for you to prepare for.

We have a number of experts to share with us tips and

lessons they've learned through their experience in giving feedback.

Let's see what they have to say.

>> When I think about feedback.

I think about it in two different ways.

One is a little more tactical, and one is little more strategic.

So, tactically, I liking feedback similar to

any sort of sporting, or sports or sports team or

team that you see performing at a high level and sort of the entertainment space

in which is you get feedback immediately and as early and as often as possible

in order to correct the behavior while it's still fresh in someone's mind.

And that allows allows folks to immediately connect the feedback that

you're providing with the action that drove the need for the feedback and

that's both positive and constructive, right?

If someone does something really well, it's important to make sure they know that

that worked really well, and if something didn't go as well as it should have.

It's important to provide the constructive or developmental feedback so

they can correct the behavior and understand exactly what drove it.

>> So when it comes to giving feedback,

I don't know that there's a specific script that I follow.

If you talk to the people that work with me and work for me,

they'd probably say that I go to the same phrases over and over again, and

maybe that's somewhat subconscious.

I think that I have a standard approach that I take, and

the language that I use may vary.

But in general,

I think there's different types of feedback that you need to provide.

As a consultant as somebody that has come through the ranks of the organization,

I've served as a staff.

I've served as an intern.

I've served as a senior associate.

So, I've had the responsibility of having to work in the details and

the nitty gritty of the document.

So for me, sometimes it's hard to separate myself from the minutia.

So my teammate provided me with a client deliverable, and what they really need

feedback back on is the larger messaging or some of the broader recommendations,

but for me, I just can't help myself, I see some of the finer details.

I'll notice that we have words that are misspelled or

formatting that could be improved.

And that's not quite as helpful for my team.

They could run a spell check and find where there's errors.

But they can't run a spell check or a computer system to tell them

where there's a larger opportunity to provide value to the client.

So while I do provide feedback on the minutia, it's a struggle for

me to make sure that I'm really giving the team feedback on what's important to them.

And based on the nature of the feedback, that will change how I approach it.

>> You definitely pick and

choose your moments as far as how you give degrees of feedback.

I will always try to give constructive feedback because

what I've learned is if you really come down hard on someone

you're going to alienate them pretty quickly.

And they're going to stop having an interest in working for you.

So, you need to work with them when you're giving feedback.

And if it's something that is very critical to a project that maybe

they're way off base or they're doing something incorrect or

something that really annoys you.

I think that there's ways that you can put it from the perspective of

walking in someone else's shoes is the way I guess I would put it.

So, what I try to do is make them or help them to understand how I feel.

So, I try to use I statements and things that will have them appreciate what I'm

going through with the behavior that they're experiencing or demonstrating.

And in getting it to a point where they're a little more self-aware

as well as aware of this impacts the team.

And hopefully that gets them to develop and

move up to the next level from a professional perspective.

And I get what I would like.

Which is that I can hopefully take care of something that's,

not pushing the team in the right direction and I also get another teammate

who is now a little bit more on board with what the team is trying to accomplish.

>> There're two more things to know about giving feedback.

One of them is that you're often told

a really good way to give feedback is a compliment sandwich.

That's where you say something positive slide in the negative,

say something positive.

Here's the problem with that.

The research tells us that human cognition, what we remember most of any

interaction, is affected by the primacy and recency effect.

The first thing you hear and the last thing you hear are what you remember, so

in that compliment sandwich, the great, great,

great bread might totally obscure the improve, improve, improve middle part.

And so someone will lose that.

It's far better simply to say I really appreciate the effort you put into this or

I see you worked hard on this and there are ways this could be better.

To help cultivate those who work for you and

whom you are evaluating to have a growth mindset as well.

Here're some final tips on best practices in giving feedback.

Choose an appropriate time and place.

Stay focused, factual, and calm.

Talk about conduct, don't diagnose people.

Don't say you did this because you have a tendency to.

Simply say on this date at this time this happened and this was a problem because,

if you talk about the effect on other people, that can be very helpful as well.

Here's how when you spoke that way in the meeting it affected other people.

Here's a way you could have done it that would be better and

I expect you to do that in the future.

Solicit the other person's perspective.

Give the other person room to give you feedback.

Help the person problem solve and a growth mind fits sort for

how this can get better.

And most of all leave clear takeaways messages.

Don't obscure in that compliment.

Here's what I'd like to see you do better, here's my expectation,

I expect this never to happen again.

I look forward to watching your improvement.

A clear take away message so

someone knows what to do to improve is part of what makes you a good leader.

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