hy do so many managers avoid giving feedback? Fear of how an employee will respond is the number one reason managers say they delay and sometimes completely abandon performance conversations. Many managers feel there is no way to adequately predict and prepare for an employee’s response to feedback and are, therefore, convinced things will spin out of control. In reality, most performance issues will elicit a fairly predictable range of responses from employees, some of them even positive. We have identified the Top 10 Employee Reactions and suggest effective ways of addressing each. Understanding these reactions and what to do if confronted by them can mean the difference between having the confidence to initiate an important conversation or sweeping it under the rug.
Join us for this session to walk through these reactions and gain practical tips and techniques to maintain control of the conversation and keep it moving in the best direction.
4. Today’s Speaker
Jamie Resker
Founder and Practice Leader
Employee Performance Solutions Hosting:
Assisting with chat questions:
Jamie Maloney, Nonprofit Webinars Sam Frank, Synthesis Partnership
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5. How to Respond to the Top Ten
Reactions to Performance Feedback
A Program for Leaders
Facilitator:
Jamie Resker
Founder and Practice Leader
5
7. Communicating Expectations
You need to be
Yes, I’m eager here…
to have you
tell me about
my deficiencies
You are here…
What needs to happen to
go from here to there?
Would it be useful to
talk about why you
are at your current
level?
8. How We Respond to Feedback
• Under Attack
• Thinking brain shuts
down
OVERDRIVE • Emotions crank up
• Fight or Flight Response
• Self-esteem threat
• Judgment = recoil
response
9. Timing
Level 4: Disciplinary Intervention No
Change
Level 3: Formal Intervention Pattern Persists
Level 2: Awareness Intervention Apparent Pattern
Level 1: Informal Intervention
Single “Thing” Source:
Vanderbilt
University
Medical
Center
Performing: Reinforcing Feedback
11. In the First Place…Getting the Best
Reaction
• Make a request • Critical….
• Say what you want • Deficiency Driven…
12. Introducing Feedback…
• Improve… • Develop the ability to…
• Get better… • Work on…
• Stop… • Focus on…
• Weakness… • Put your energy into…
• You never… • I need for you to…
• You don’t… FUTURE FOCUSED
• You shouldn’t… Possibilities
YOU’RE DEFICIENT
13. Turn Around
• Makes Mistakes Develop more accuracy
– Stop making so many
mistakes
• Let’s talk about what that
would look like…
– On the month end
reports…
– For payroll…
– Etc….
13
14. I am struggling to manage someone that is disruptive, chatting frequently, Gets
involved in selling things at the workplace, who is loud, very negative etc, but her
work is done well.
1. I wanted to check something out with you. Can
we have a conversation?
2. First let me say how happy I am with the work
you produce; you’re able to get it all done and
the quality is great.
3. This is awkward to bring up but I have to ask you
to work in a way that lets others focus fully on
and attend to their work.
4. Can I describe to you what I mean by that?
15. 4. Can I describe to you what I mean by that?
(Working in a way that lets others be fully focused on their
work)
• This would mean that you can go ahead and keep selling (x) but during the
time when it’s lunch time when everyone is taking a break from work.
• And if you have a thought about the work or the environment here and that
thought isn’t entirely positive then that’s something you should hold onto
(keep under your hat, keep in the thought bubble).
• And the last thing would be to speak at a lower voice volume.
5. The reason I’m asking this of you is because we’ve got so
much work and I need for others to be fully focused. Let me
assure you that I’m happy with the work you produce.
6. Have I explained things in a clear way? What’s your take on
what I’ve asked?
16. Managing the Conversation
I’ll see what I can
“There’s just one “I know… I do…” do you
What
thing I’d like to need to mean? I have
I’m feeling confident have you work on
that…” GREAT with
focus on…”
customers!
“What do you
mean? I thought I
was good with
customers”
“I can’t help
it…customers
annoy me.”
37. Difficult: First Conversation
Employee “Well, people
Response around here
should lighten
up a little.
I can’t help it if I
she has no sense
of humor, etc.”
10 15 20
39. Difficult: Numerous Conversations
HR Contact has
1 I’ve outlined exactly…
been involved
2 If you choose not to…
Manager’s
Response
3 This will lead us to talking about…
41. Thank You
Jamie Resker
Employee Performance Solutions
jamie@employeeperformancesolutions.com
781-752-5716
42. Find listings for our current season
of webinars and register at:
NonprofitWebinars.com
A Service
Of: Sponsored by:
Notas do Editor
Ask: “At what stage do you believe most managers first intervene?” Review the options:Just in time early stagesWhen a pattern has developedWhen the manager is ready to fire the person Standing vote (recommended)Conclusion: What are the chances that your own manager or this organization’s managers would be at the casual cup of coffee conversation spot?
This model is modified from the Vanderbilt University Medical Center. Use it to think about when you need to intervene with your employees.”Say, “At the bottom of the pyramid, the majority of employees are performing and conducting themselves professionally. Next is the single incident situation where a casual cup of coffee conversation should happen as soon as possible; right away.Apparent Pattern: 2 – 4 times.Pattern Persists: Months and yearsNo Change: Ready to fire the person.
Ask: “At what stage do you believe most managers first intervene?” Review the options:Just in time early stagesWhen a pattern has developedWhen the manager is ready to fire the person Standing vote (recommended)Conclusion: What are the chances that your own manager or this organization’s managers would be at the casual cup of coffee conversation spot?
Show this photo of a group of 75 managers being asked when most managers first intervene; the photo of two represent the standing votes for the “casual cup of coffee conversation”. Conclude: It’s important to ask for feedback; let’s learn how.