Painless Performance Feedback in 3 Simple Steps
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This document provides a 3-step process for conducting painless performance feedback meetings: 1. Show Up Strong by preparing your energy and using the Situation-Behavior-Impact formula to structure observations. 2. Prioritize Your Messages by focusing on 1-3 key messages tailored to the employee's role. Meetings should take no more than 15 minutes. 3. Save Your Time by having the employee prepare most of the materials in advance and limiting your own preparation to 3-4 brief observation forms. This reduces the time investment on your part to just 15 minutes per employee.
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Painless Performance Feedback in 3 Simple Steps
- 1. PAINLESS PERFORMANCE FEEDBACK 3 Simple Steps toTake Away the Stress 1 It’s Mid-Year Review Time?
- 2. • Preparing your personal energyShow Up Strong • The Situation-Behavior-Impact Formula Prioritize Your Messages • Who does whatSave Your Time 2
- 3. “I've missed more than 9000 shots in my career. I've lost almost 300 games. 26 times, I've been trusted to take the game winning shot and missed. I've failed over and over and over again in my life and that is why I succeed.” - Michael Jordan 3
- 5. 5
- 7. Neutralize your energy… 7 1. Identify a person who is irking you right now. What are they doing wrong?
- 8. Neutralize your energy… 8 1. Identify a person who is irking you right now. What are they doing wrong? 2. What advice would you give them if you had the chance?
- 9. Neutralize your energy… 9 1. Identify a person who is irking you right now. What are they doing wrong? 2. What advice would you give them if you had the chance? 3. Where do you do the same in your own life?
- 10. “The notion that people can’t change is one of the biggest fallacies in business.” - Mary Engel Prioritize YOUR MESSAGES 10
- 12. Observation without advice… Situation Behaviour Impact Anchored in a specific time and place An observable action (facts not interpretations) Impact on required output (result) 12
- 13. Observation without advice… Situation Behaviour Impact Anchored in a specific time and place An observable action (facts not interpretations) Impact on required output (result) 13 On Monday of this week I came to you with a request to put together a presentation for a client that I was meeting with early Wednesday morning I asked you to send it to me by 5PM on Tuesday so that I could review it prior to the meeting.
- 14. Observation without advice… Situation Behaviour Impact Anchored in a specific time and place An observable action (facts not interpretations) Impact on required output (result) 14 You sent me the presentation at 2:00 PM on Tuesday with a clear explanation of the direction you took. On Monday of this week I came to you with a request to put together a presentation for a client that I was meeting with early Wednesday morning I asked you to send it to me by 5PM on Tuesday so that I could review it prior to the meeting.
- 15. Observation without advice… Situation Behaviour Impact Anchored in a specific time and place An observable action (facts not interpretations) Impact on required output (result) 15 You sent me the presentation at 2:00 PM on Tuesday with a clear explanation of the direction you took. The presentation had all of the content that I had asked for. On Monday of this week I came to you with a request to put together a presentation for a client that I was meeting with early Wednesday morning I asked you to send it to me by 5PM on Tuesday so that I could review it prior to the meeting.
- 16. Observation without advice… Situation Behaviour Impact Anchored in a specific time and place An observable action (facts not interpretations) Impact on required output (result) 16 You sent me the presentation at 2:00 PM on Tuesday with a clear explanation of the direction you took. The presentation had all of the content that I had asked for. The formatting of the presentation was incomplete. On Monday of this week I came to you with a request to put together a presentation for a client that I was meeting with early Wednesday morning I asked you to send it to me by 5PM on Tuesday so that I could review it prior to the meeting.
- 17. Observation without advice… Situation Behaviour Impact Anchored in a specific time and place An observable action (facts not interpretations) Impact on required output (result) 17 You sent me the presentation at 2:00 PM on Tuesday with a clear explanation of the direction you took. The presentation had all of the content that I had asked for. The formatting of the presentation was incomplete. I spent 3 hours in the evening revising the presentation so that it was properly formatted before I could send it out to the client. On Monday of this week I came to you with a request to put together a presentation for a client that I was meeting with early Wednesday morning I asked you to send it to me by 5PM on Tuesday so that I could review it prior to the meeting.
- 18. BENCHWARMERS 18 Neutralize your energy Cushion the fall: 2 Positive SBIs Challenge them: 1 Negative SBI (repeat if absolutely necessary) Ask permission to give advice, and always give 1 piece of advice to benchwarmers
- 19. PERFORMANCE PLAYERS Celebrate their performance – 2 Positive SBI’s Give one observation about an area where they can improve – 1 SBI Don’t give advice until they ask for it 19
- 20. HIGH PERFORMANCE PLAYERS Celebrate their performance Positive observations only – 2-3 SBI’s Issue them a challenge 20
- 21. PRIORITIZE YOUR MESSAGES 1 goal (prioritize!) Do/say only what’s required to achieve that goal 21
- 22. 22 Save Your Time Before the Review • Your employee does the detailed prep and to present to you • You find only the observations that help you your goal – 3 - 4 max SBI forms max Your Total Time Investment: 15 minutes per employee
- 23. 1. Create a comfortable atmosphere – use a meeting room with a table instead of an office with a desk (bring tissue) 2. Ask the Employee to share his/her self-evaluation 3. Listen for opportunities to share your top messages only – try to agree with them on all the rest 4. Ask “what do you need from me?” 5. Congratulate and commit to help 6. Schedule your next checkpoint MARY’S SECRET SAUCE The Agenda 23
- 24. Handling Defensiveness • DON’T enter debate • DO say: “You can accept or reject the feedback. All I ask is that you consider it.” • DO stop talking after that MARY’S SECRET SAUCE 24
- 25. Show Up Strong: Neutralize your energy Save Your Time: Prep only for 1 goal, your employee does the rest Prioritize Your Messages: Structure them very simply TAKE AWAY THE STRESS 25
- 26. HOW TO GET MORE? 26 www.themanagementcoach.com Click on the link in Description below to download the Painless Performance Feedback Training Video and get the FREE Handout
Notas do Editor
- Hello everyone. This is Mary Engel, and we are here for the Painless Performance Feedback webinar – 3 Simple Steps to Take Away the Stress. Type your city into the chat box so that I know you can hear me and we know where you are all dialing in from.
- What I’ve done for tonight is taken 3 very important pieces of the feedback equation to present to you. This is not a complete course on feedback – I have a 4 hour workshop that’s done live and experientially and covers feedback in a lot more depth. My goal for you all tonight is to give you a few of the key principles and practices that will get you through this next set of mid-year reviews with more poise and confidence. We’re going to show you how to prepare your personal energy and neutralize it so that the conversation is easy for you and your direct report. I’m going to share the formula for giving feedback so that you save your own time, and still have extremely powerful performance conversations that get you results. We’re going to explore the concept that “Observation, without advice, gets you the behaviour change you want 90% of the time” And I’m going to show you my own secret sauce for saving you time. When we look at all of this…These are steps that you can repeat over and over again, and get really amazing at with practice. Practice is key. You know, Michael Jordan didn’t turn around one day and say “hmm, now I’m going to be the best basketball player that ever lived”. It took practice. In his words…
- These are simple steps, but they do take practice so that you can do them with real ease. It took me a year to be able to string together the words that made feedback even mildly enjoyable. I want you to get there too. Simple step #1 is…
- You’re going to want to show up strong. That means you need to know how your emotional triggers work, so that you can transcend them and come in with strength and poise. We want you to be in command of the situation, and that means not triggered by it.
- The HeartMath Insitutute in San Francisco conducts research on the energy of the human body. They have determined that the heart emits an energy called Bioelectromagnetic Communication. It takes all of the emotional triggers stored from childhood experiences and projects those energies out into the world in a field that spreads about 3 feet from your body. That energy can be measured and sensed by other bodies around us. If you’re into science, then you’ll know that energy cannot be created or destroyed… it can only change form. So when your energy collides with another’s, it has to create something… it will either create conflict or harmony, love or hate. It depends on the frequency you’re firing at. The thing you need to know is that your reactions to others’ shortfalls are triggered by a subconscious energy in yourself. Your criticisms of others represents a projection of either a disowned part of yourself, your own unmet needs from childhood, or a piece of yourself that you have lost. This is well known in the field of psychotherapy. When you start to view your criticisms of others as a responsibility that you have to become more self-aware, then you open the door to real, personal evolution towards leadership. You become capable of changing the energy so that the interaction is more productive, and you move closer to true leadership. You neutralize your emotions. And that’s what I want you to do when it comes time to provide feedback to a difficult employee.
- Takes notes. I’m about to show you a technique that you can use, before every mid-year review where you feel some form of pent up energy towards the person you are reviewing. And even for some of you, this will be useful if you are emotionally triggered by someone who is providing you with feedback, or maybe by a spouse, a child, a pet... You name it, this works for everyone. Inlaws, siblings… I could go on. Before I show it to you, I have to advise that people resist this a lot. They resist that they have some responsibility for the anger or frustration that the other person is causing them. The reason for that is simple. We grow up believing that it’s always someone else’s fault that we feel bad. Nobody teaches us anything different in school… so we grow up with the illusion that it is the other person’s fault, and they must somehow change so that we can be happy. I’m going to show you how to disprove that belief. Here are the steps… Example: My client was being triggered by the fact that he thought one of his peers was speaking dirt about him to their boss. And this really made him angry. So when I asked him to explore what the problem was. Here were his responses: The person was exposing his weaknesses to their boss. He was being thrown under the bus. They should come speak with me directly to air their concerns. Not make me look bad. He, too, was exposing someone else’s weaknesses to their boss. He didn’t want to admit that at first, but when I pushed him to look harder, he was able to neutralize the energy. And now he has a very positive relationship with that other person. What happens when you do this… the energy dissipates. You own and withdraw your projection. You become neutral, and the problem almost magically goes away. Make sure you Show Up Strong. Neutralize your energy, before having a performance conversation with some one who irks you.
- Takes notes. I’m about to show you a technique that you can use, before every mid-year review where you feel some form of pent up energy towards the person you are reviewing. And even for some of you, this will be useful if you are emotionally triggered by someone who is providing you with feedback, or maybe by a spouse, a child, a pet... You name it, this works for everyone. Inlaws, siblings… I could go on. Before I show it to you, I have to advise that people resist this a lot. They resist that they have some responsibility for the anger or frustration that the other person is causing them. The reason for that is simple. We grow up believing that it’s always someone else’s fault that we feel bad. Nobody teaches us anything different in school… so we grow up with the illusion that it is the other person’s fault, and they must somehow change so that we can be happy. I’m going to show you how to disprove that belief. Here are the steps… Example: My client was being triggered by the fact that he thought one of his peers was speaking dirt about him to their boss. And this really made him angry. So when I asked him to explore what the problem was. Here were his responses: The person was exposing his weaknesses to their boss. He was being thrown under the bus. They should come speak with me directly to air their concerns. Not make me look bad. He, too, was exposing someone else’s weaknesses to their boss. He didn’t want to admit that at first, but when I pushed him to look harder, he was able to neutralize the energy. And now he has a very positive relationship with that other person. What happens when you do this… the energy dissipates. You own and withdraw your projection. You become neutral, and the problem almost magically goes away. Make sure you Show Up Strong. Neutralize your energy, before having a performance conversation with some one who irks you.
- Takes notes. I’m about to show you a technique that you can use, before every mid-year review where you feel some form of pent up energy towards the person you are reviewing. And even for some of you, this will be useful if you are emotionally triggered by someone who is providing you with feedback, or maybe by a spouse, a child, a pet... You name it, this works for everyone. Inlaws, siblings… I could go on. Before I show it to you, I have to advise that people resist this a lot. They resist that they have some responsibility for the anger or frustration that the other person is causing them. The reason for that is simple. We grow up believing that it’s always someone else’s fault that we feel bad. Nobody teaches us anything different in school… so we grow up with the illusion that it is the other person’s fault, and they must somehow change so that we can be happy. I’m going to show you how to disprove that belief. Here are the steps… Example: My client was being triggered by the fact that he thought one of his peers was speaking dirt about him to their boss. And this really made him angry. So when I asked him to explore what the problem was. Here were his responses: The person was exposing his weaknesses to their boss. He was being thrown under the bus. They should come speak with me directly to air their concerns. Not make me look bad. He, too, was exposing someone else’s weaknesses to their boss. He didn’t want to admit that at first, but when I pushed him to look harder, he was able to neutralize the energy. And now he has a very positive relationship with that other person. What happens when you do this… the energy dissipates. You own and withdraw your projection. You become neutral, and the problem almost magically goes away. Make sure you Show Up Strong. Neutralize your energy, before having a performance conversation with some one who irks you.
- Takes notes. I’m about to show you a technique that you can use, before every mid-year review where you feel some form of pent up energy towards the person you are reviewing. And even for some of you, this will be useful if you are emotionally triggered by someone who is providing you with feedback, or maybe by a spouse, a child, a pet... You name it, this works for everyone. Inlaws, siblings… I could go on. Before I show it to you, I have to advise that people resist this a lot. They resist that they have some responsibility for the anger or frustration that the other person is causing them. The reason for that is simple. We grow up believing that it’s always someone else’s fault that we feel bad. Nobody teaches us anything different in school… so we grow up with the illusion that it is the other person’s fault, and they must somehow change so that we can be happy. I’m going to show you how to disprove that belief. Here are the steps… Example: My client was being triggered by the fact that he thought one of his peers was speaking dirt about him to their boss. And this really made him angry. So when I asked him to explore what the problem was. Here were his responses: The person was exposing his weaknesses to their boss. He was being thrown under the bus. They should come speak with me directly to air their concerns. Not make me look bad. He, too, was exposing someone else’s weaknesses to their boss. He didn’t want to admit that at first, but when I pushed him to look harder, he was able to neutralize the energy. And now he has a very positive relationship with that other person. What happens when you do this… the energy dissipates. You own and withdraw your projection. You become neutral, and the problem almost magically goes away. Make sure you Show Up Strong. Neutralize your energy, before having a performance conversation with some one who irks you.
- Simple step #2
- The truth is, everyone can change. There is a multi-billion dollar industry out there called coaching that is proving it… not just in business – in sports, in schools, in families. Hopefully you all received and read the pre-reading email I sent you before the session. It had an excerpt from my Ebook, Make Your Mark, that described the types of players on your team. Your High Performance Players are your star players. They are the ones who will replace you when you get promoted. Your goal in life is to be a High Performance Player. And to give opportunity to everyone who is a high performance player. Performance Players are the people who get the job done. They are solid. They are your next High Performance Player if you know how to turn them into one. For that, you have to know how to coach really, really well. We won’t go into that in detail here, because the coach approach is an entire course curriculum in itself. Benchwarmers – these are the people who are worrying you. You don’t know how to get them to change. You just know they need to change. They are on the team, but they don’t really score many goals. Everyone can change. If they’re not changing, it’s not because they can’t. It’s because you haven’t learned the skills to influence it. Let me give you an example… Have you ever been accused of not being a very good listener? I have a client who was really worried about it. Her schedule was so massively jammed that she literally did not have time to hear anyone else speak beyond just a brief yes/no/maybe. She was a high potential leader, smart as a whip, and was so overwhelmed that she was throwing herself under the bus. And she asked me if I could help her listen better. We hear this a lot in spousal relationships, right? “Oh, you’ll never change. You never listen to me.” We all think that bad listeners are forever bad listeners. We’ve almost programmed ourselves to believe it, even though there is absolutely no scientific evidence that people can’t change. It’s all anecdotal. I promise you. Well, she came to me one session and said, “Mary, you won’t believe this. I did what you suggested and I asked some probing questions today (I won’t bore you with the details – suffice it to say, it was banking talk). I listened to his answers, and it changed the entire course of the direction I would have taken if I had just done what I always do and just take the first thing they said at face value.” Over the next several months, she continued to implement a few key changes in behaviour. And guess what happened – people’s perceptions about her changed. Why did people’s perceptions about her change? Because her behaviour changed. Why did her behaviour change? Because her beliefs changed. She changed. Now I want to show you how to prepare your feedback for each type of player, in a way that creates change, so that all that’s left to do, is give you an exceptional and lucrative promotion.
- This is the Situation Behaviour Impact form, and it’s a formula for giving observational feedback. Observation without advice will yield the behaviour change you want 90% of the time. This is the type of feedback I want you to use with your Performance Players and your High Performance Players. You will also use this form for your benchwarmers, but for your bottom 50% of performers, you have permission to give advice. I’m not going to cover advice here in this webinar, but I’ll show you how to fit it in in just a moment. Situation: Describe the specific time and place of the example/occurrence Behaviour: Describe the observable behaviour/action. What did the person say or do? Give examples Impact: Describe the result – achieve or did not achieve the required output? Look at the example. Keys to delivering successful feedback Situation is neutral 2 positives, and 1 observation that was clearly less effective. Note that I did not make any judgement. I just structured it this way. They’ll pick up on the cue. Impact, told them what resulted. Anyone who hears this feedback is going to feel badly and beat themselves up enough without having you kick them in the shin. You don’t need to belabour the point. They’ll get it, and they’ll change. Think about the last time someone told you that the colour blue really brings out your eyes. They didn’t give you advice. But did you wear the colour blue again with some pride? 2 to 1 Communications: Children need 6 positive reinforcements after 1 negative. 2:1 keeps confidence whole and increases potential for honesty; (Skinner/Pavlov – 4:1 so people can accept it and balance it out) Let’s do one together. Take the name of one person on your team who did something really well in the last week. We’re going to do a positive SBI. Someone you really were impressed with. What was the exact time and place that it happened. Describe it. What was the behaviour you saw. What exactly did they do that impressed you? What impact did it have. Keep it simple. This is not surgery. My 14-year old stepdaughter last week decided to be nice to her younger sister. Here’s what her SBI would sound like: Lauren, do you remember on Friday night when you were sitting at the counter playing Minecraft with Kathryn? You were being positive, funny and encouraging. And you helped her figure out how to use Skype. I want you to know that she really seemed to enjoy that, and it made me and your dad really proud. If I were going to create one for one of my clients, it would sound like this: Mark, do you recall last week when you held that meeting for the team about the IT project milestones? You asked some really intelligent questions and got everyone talking. I especially thought the question you asked about the (blah, blah requirement) generated a lot of insight. It made the meeting very productive and a lot of work was completed to move the project forward in the days following the meeting.
- This is the Situation Behaviour Impact form, and it’s a formula for giving observational feedback. Observation without advice will yield the behaviour change you want 90% of the time. This is the type of feedback I want you to use with your Performance Players and your High Performance Players. You will also use this form for your benchwarmers, but for your bottom 50% of performers, you have permission to give advice. I’m not going to cover advice here in this webinar, but I’ll show you how to fit it in in just a moment. Situation: Describe the specific time and place of the example/occurrence Behaviour: Describe the observable behaviour/action. What did the person say or do? Give examples Impact: Describe the result – achieve or did not achieve the required output? Look at the example. Keys to delivering successful feedback Situation is neutral 2 positives, and 1 observation that was clearly less effective. Note that I did not make any judgement. I just structured it this way. They’ll pick up on the cue. Impact, told them what resulted. Anyone who hears this feedback is going to feel badly and beat themselves up enough without having you kick them in the shin. You don’t need to belabour the point. They’ll get it, and they’ll change. Think about the last time someone told you that the colour blue really brings out your eyes. They didn’t give you advice. But did you wear the colour blue again with some pride? 2 to 1 Communications: Children need 6 positive reinforcements after 1 negative. 2:1 keeps confidence whole and increases potential for honesty; (Skinner/Pavlov – 4:1 so people can accept it and balance it out) Let’s do one together. Take the name of one person on your team who did something really well in the last week. We’re going to do a positive SBI. Someone you really were impressed with. What was the exact time and place that it happened. Describe it. What was the behaviour you saw. What exactly did they do that impressed you? What impact did it have. Keep it simple. This is not surgery. My 14-year old stepdaughter last week decided to be nice to her younger sister. Here’s what her SBI would sound like: Lauren, do you remember on Friday night when you were sitting at the counter playing Minecraft with Kathryn? You were being positive, funny and encouraging. And you helped her figure out how to use Skype. I want you to know that she really seemed to enjoy that, and it made me and your dad really proud. If I were going to create one for one of my clients, it would sound like this: Mark, do you recall last week when you held that meeting for the team about the IT project milestones? You asked some really intelligent questions and got everyone talking. I especially thought the question you asked about the (blah, blah requirement) generated a lot of insight. It made the meeting very productive and a lot of work was completed to move the project forward in the days following the meeting.
- This is the Situation Behaviour Impact form, and it’s a formula for giving observational feedback. Observation without advice will yield the behaviour change you want 90% of the time. This is the type of feedback I want you to use with your Performance Players and your High Performance Players. You will also use this form for your benchwarmers, but for your bottom 50% of performers, you have permission to give advice. I’m not going to cover advice here in this webinar, but I’ll show you how to fit it in in just a moment. Situation: Describe the specific time and place of the example/occurrence Behaviour: Describe the observable behaviour/action. What did the person say or do? Give examples Impact: Describe the result – achieve or did not achieve the required output? Look at the example. Keys to delivering successful feedback Situation is neutral 2 positives, and 1 observation that was clearly less effective. Note that I did not make any judgement. I just structured it this way. They’ll pick up on the cue. Impact, told them what resulted. Anyone who hears this feedback is going to feel badly and beat themselves up enough without having you kick them in the shin. You don’t need to belabour the point. They’ll get it, and they’ll change. Think about the last time someone told you that the colour blue really brings out your eyes. They didn’t give you advice. But did you wear the colour blue again with some pride? 2 to 1 Communications: Children need 6 positive reinforcements after 1 negative. 2:1 keeps confidence whole and increases potential for honesty; (Skinner/Pavlov – 4:1 so people can accept it and balance it out) Let’s do one together. Take the name of one person on your team who did something really well in the last week. We’re going to do a positive SBI. Someone you really were impressed with. What was the exact time and place that it happened. Describe it. What was the behaviour you saw. What exactly did they do that impressed you? What impact did it have. Keep it simple. This is not surgery. My 14-year old stepdaughter last week decided to be nice to her younger sister. Here’s what her SBI would sound like: Lauren, do you remember on Friday night when you were sitting at the counter playing Minecraft with Kathryn? You were being positive, funny and encouraging. And you helped her figure out how to use Skype. I want you to know that she really seemed to enjoy that, and it made me and your dad really proud. If I were going to create one for one of my clients, it would sound like this: Mark, do you recall last week when you held that meeting for the team about the IT project milestones? You asked some really intelligent questions and got everyone talking. I especially thought the question you asked about the (blah, blah requirement) generated a lot of insight. It made the meeting very productive and a lot of work was completed to move the project forward in the days following the meeting.
- This is the Situation Behaviour Impact form, and it’s a formula for giving observational feedback. Observation without advice will yield the behaviour change you want 90% of the time. This is the type of feedback I want you to use with your Performance Players and your High Performance Players. You will also use this form for your benchwarmers, but for your bottom 50% of performers, you have permission to give advice. I’m not going to cover advice here in this webinar, but I’ll show you how to fit it in in just a moment. Situation: Describe the specific time and place of the example/occurrence Behaviour: Describe the observable behaviour/action. What did the person say or do? Give examples Impact: Describe the result – achieve or did not achieve the required output? Look at the example. Keys to delivering successful feedback Situation is neutral 2 positives, and 1 observation that was clearly less effective. Note that I did not make any judgement. I just structured it this way. They’ll pick up on the cue. Impact, told them what resulted. Anyone who hears this feedback is going to feel badly and beat themselves up enough without having you kick them in the shin. You don’t need to belabour the point. They’ll get it, and they’ll change. Think about the last time someone told you that the colour blue really brings out your eyes. They didn’t give you advice. But did you wear the colour blue again with some pride? 2 to 1 Communications: Children need 6 positive reinforcements after 1 negative. 2:1 keeps confidence whole and increases potential for honesty; (Skinner/Pavlov – 4:1 so people can accept it and balance it out) Let’s do one together. Take the name of one person on your team who did something really well in the last week. We’re going to do a positive SBI. Someone you really were impressed with. What was the exact time and place that it happened. Describe it. What was the behaviour you saw. What exactly did they do that impressed you? What impact did it have. Keep it simple. This is not surgery. My 14-year old stepdaughter last week decided to be nice to her younger sister. Here’s what her SBI would sound like: Lauren, do you remember on Friday night when you were sitting at the counter playing Minecraft with Kathryn? You were being positive, funny and encouraging. And you helped her figure out how to use Skype. I want you to know that she really seemed to enjoy that, and it made me and your dad really proud. If I were going to create one for one of my clients, it would sound like this: Mark, do you recall last week when you held that meeting for the team about the IT project milestones? You asked some really intelligent questions and got everyone talking. I especially thought the question you asked about the (blah, blah requirement) generated a lot of insight. It made the meeting very productive and a lot of work was completed to move the project forward in the days following the meeting.
- This is the Situation Behaviour Impact form, and it’s a formula for giving observational feedback. Observation without advice will yield the behaviour change you want 90% of the time. This is the type of feedback I want you to use with your Performance Players and your High Performance Players. You will also use this form for your benchwarmers, but for your bottom 50% of performers, you have permission to give advice. I’m not going to cover advice here in this webinar, but I’ll show you how to fit it in in just a moment. Situation: Describe the specific time and place of the example/occurrence Behaviour: Describe the observable behaviour/action. What did the person say or do? Give examples Impact: Describe the result – achieve or did not achieve the required output? Look at the example. Keys to delivering successful feedback Situation is neutral 2 positives, and 1 observation that was clearly less effective. Note that I did not make any judgement. I just structured it this way. They’ll pick up on the cue. Impact, told them what resulted. Anyone who hears this feedback is going to feel badly and beat themselves up enough without having you kick them in the shin. You don’t need to belabour the point. They’ll get it, and they’ll change. Think about the last time someone told you that the colour blue really brings out your eyes. They didn’t give you advice. But did you wear the colour blue again with some pride? 2 to 1 Communications: Children need 6 positive reinforcements after 1 negative. 2:1 keeps confidence whole and increases potential for honesty; (Skinner/Pavlov – 4:1 so people can accept it and balance it out) Let’s do one together. Take the name of one person on your team who did something really well in the last week. We’re going to do a positive SBI. Someone you really were impressed with. What was the exact time and place that it happened. Describe it. What was the behaviour you saw. What exactly did they do that impressed you? What impact did it have. Keep it simple. This is not surgery. My 14-year old stepdaughter last week decided to be nice to her younger sister. Here’s what her SBI would sound like: Lauren, do you remember on Friday night when you were sitting at the counter playing Minecraft with Kathryn? You were being positive, funny and encouraging. And you helped her figure out how to use Skype. I want you to know that she really seemed to enjoy that, and it made me and your dad really proud. If I were going to create one for one of my clients, it would sound like this: Mark, do you recall last week when you held that meeting for the team about the IT project milestones? You asked some really intelligent questions and got everyone talking. I especially thought the question you asked about the (blah, blah requirement) generated a lot of insight. It made the meeting very productive and a lot of work was completed to move the project forward in the days following the meeting.
- This is the Situation Behaviour Impact form, and it’s a formula for giving observational feedback. Observation without advice will yield the behaviour change you want 90% of the time. This is the type of feedback I want you to use with your Performance Players and your High Performance Players. You will also use this form for your benchwarmers, but for your bottom 50% of performers, you have permission to give advice. I’m not going to cover advice here in this webinar, but I’ll show you how to fit it in in just a moment. Situation: Describe the specific time and place of the example/occurrence Behaviour: Describe the observable behaviour/action. What did the person say or do? Give examples Impact: Describe the result – achieve or did not achieve the required output? Look at the example. Keys to delivering successful feedback Situation is neutral 2 positives, and 1 observation that was clearly less effective. Note that I did not make any judgement. I just structured it this way. They’ll pick up on the cue. Impact, told them what resulted. Anyone who hears this feedback is going to feel badly and beat themselves up enough without having you kick them in the shin. You don’t need to belabour the point. They’ll get it, and they’ll change. Think about the last time someone told you that the colour blue really brings out your eyes. They didn’t give you advice. But did you wear the colour blue again with some pride? 2 to 1 Communications: Children need 6 positive reinforcements after 1 negative. 2:1 keeps confidence whole and increases potential for honesty; (Skinner/Pavlov – 4:1 so people can accept it and balance it out) Let’s do one together. Take the name of one person on your team who did something really well in the last week. We’re going to do a positive SBI. Someone you really were impressed with. What was the exact time and place that it happened. Describe it. What was the behaviour you saw. What exactly did they do that impressed you? What impact did it have. Keep it simple. This is not surgery. My 14-year old stepdaughter last week decided to be nice to her younger sister. Here’s what her SBI would sound like: Lauren, do you remember on Friday night when you were sitting at the counter playing Minecraft with Kathryn? You were being positive, funny and encouraging. And you helped her figure out how to use Skype. I want you to know that she really seemed to enjoy that, and it made me and your dad really proud. If I were going to create one for one of my clients, it would sound like this: Mark, do you recall last week when you held that meeting for the team about the IT project milestones? You asked some really intelligent questions and got everyone talking. I especially thought the question you asked about the (blah, blah requirement) generated a lot of insight. It made the meeting very productive and a lot of work was completed to move the project forward in the days following the meeting.
- Let’s start with the Benchwarmers. These are the toughest. They are probably the reason you are here on this webinar. The thing you want them to improve is likely related to the thing you had to neutralize when you prepared your personal energy. [Go through the steps….] If you have 2 negative behaviours that need to change, then you need to find 4 positives To give advice, it will sound like this: “Do you mind if I give you a suggestion on this?”
- The feedback here again will be 2 positives, and 1 opportunity area.
- Give the example of swimming instruction saying it’s ok to tell someone they did something “perfectly” “I believe you are ready for”…
- When you do your mid-year reviews, I want you to have 1 single goal for each person. The 1 single most important message that you want them to receive. In the session, do only that which is required to achieve that goal. Do no more than that. Zip it. Write down the names of a few of your team members in the chart in your handout. Beside each name, take a minute to record the 1 most important message you believe they need to hear. The 1 thing that if they knew, it would make you and your team more effective. In the final column, write down the most recent example when they could have demonstrated that 1 thing. Excellent, now you have the first column of your SBI for each person.
- So I want to share with you my recommended time-saving secret sauce that will shrink your time down to 15-minutes per person. This method assumes that your organization has a management process. That your organization is disciplined about setting measurable objectives for each person at the company, that you have templates to fill in for your mid-year discussions, and that the people who work there know they exist. If you don’t have that, then you’ll definitely want to get in touch with me after this webinar so we can help you apply the method to what you have. Before the review… your employee self-evaluates. Let your employee do the legwork, gather the data, and prove his or her results. It strengthens them, and forces them to seek out the truth. You will set your single most important message (the goal), and then prepare only the SBI forms that you are going to need to sufficiently deliver that message. I want you to do as few SBIs as possible that are still sufficient to deliver the message. 3-4 max. Your total investment per person will be 15 minutes.
- This whole conversation should take between 30 and 60 minutes. If it goes longer than that, you have not prepared well enough. If they don’t raise the 1 single important message that you want them to hear, then you’re going to say: “You know, there is one thing I have noticed that could really make a difference and I haven’t heard you talk about it.” Then describe your SBI form.
- This is the #1 spot where people mess up in performance conversations. It is the one thing that we most hate about the feedback experience. It’s the thing that keeps us awake, and causes us agony. What to do when someone gets defensive. You know they are going to reject what you are saying, and you feel helpless that you won’t be able to get them to change. It feels hopeless. Here’s what you do (read slide). 9 times out of 10, the defensiveness is temporary and the behaviour change will happen. It is more likely to occur if you don’t debate. After you say these words, stop talking. If they want to continue talking, just listen. Don’t say anything. When you feel like they’ve said all they have to say, wrap-up the meeting and say “Alright, let’s schedule a checkpoint for 1 month from now”. And then just have patience. You will very likely see the change, and will be congratulating them on it 1 month from now.
- And there you have it. 3 simple steps to take away the stress. Show up strong – neutralize your energy using the 3 simple questions that we talked about at the start. Prioritize your messages – pick 1 single most important message per person, and then set up only the SBIs that are sufficient to deliver that message. Create SBIs that are tailored to the type of player your are communicating with. Save Your Time – Let your employee do the heavy listing. You spend 15 minutes preparing your single most important message. And then run the meeting using the 6 step agenda I showed you. These goal of these 3 steps is to relieve the amount of frustration you have towards individuals, and shrink the amount of time you have to spend on each one. In other words, take away the stress.
- Opt-in to be notified of future free webinars and training materials. As I mentioned before, I do a full 4-hour workshop called Painless Performance Feedback. Much of this can also be found in my eBook: Make Your Mark – 3 Secrets and 30 Techniques that will Immediately Elevate Your Skills. You can buy that on my website.