Feedback

 We grow with feedback, receiving and giving, both are equally important. 

Coaching references:

Tip 1: SBI - ) Situation /Behavior/Impact

• Situation: Describe the situation, be specific of where and when it occurred
• Behaviour: Describe the observable behaviour. Don't assume you know what the other person was thinking.
• Impact: Describe the impact as a result of the behaviour. What you thought or felt in reaction.

Give positive and developmental feedback. 

Tip 2: Statement/Question

S: The feedback suggested  you have good ideas but could be more determined...

Q: Which areas do you think you could have more ambition?

S: The feedback recommended a more collaborative approach to projects

Q: What would be the value of collaborating more? Where could you demonstrate that?

S: Many people ask you about their problem without designing  a presentation

Q: How would you like to provide this expertise with other people more officially?

Tip 3: Rebounding

Answering a question with a question....

Employee: How can I be more collaborative?

Manager: It is about working closing with people, can you think of a situation where you could work closer with someone?

Employee: I am naturally not very creative, how can I be more creative?

Manager: Can you think of something you've done differently or have come up with alternative way of doing things?

Employee: I am not sure, I know enough about that to help anyone.

Manager: Where could you look to find more?

Tip 4: Stop, Start, Continue

Stop: When you plan a campaign what is the main thing, that stops you from hitting a deadline?

Start: And with that campaign, what could you start doing or do differently, that would create a better outcome?

Continue: With campaign management, what have you discovered that really works in your favour?

Pitfall to avoid when writing reviews

• Primary and recency
• Gravitate to the mean
• Emotional influence
• Avoiding difficult conversation
• Halo/Horn effect
• Self-benchmarking
• Avoid vague and ambiguous feedback

What are the risks when managers rate employees to high or too low

• High performers don't feel rewarded or recognised
• Poor performers don't know how far they are below expectation
• Documentation may contradict employee decision
• Defined top performance is'nt clear
• Setting goals that are too high
• Setting goals that are too low
• Could drive high turnover