Now You Can Have Super Motivated Staff with these 8 Proven Tips
Now You Can Have Super Motivated Staff with these 8 Proven Tips
How easy is it to give positive feedback, when someone has performed a great job? Easy isn’t it?
How easy is it to give constructive feedback, when someone has performed badly? Hard? In fact, 77% of managers don’t; they shirk it.
Giving constructive feedback well is an art. Here are some guidelines to help you develop that art ...
1. Keep the goal of feedback in mind.
Always remember that in giving constructive feedback, the aim is to help the other person do a better job. Improved performance on their part is the goal: constructive feedback should serve the needs of the receiver not the giver.
2. Give positive feedback.
Describe something they are doing well. Positive behaviour is reinforced when affirmed by others.
3. Don't avoid corrective feedback.
To learn from our mistakes we must first be made aware of them. Corrective feedback given in a sensitive manner is a powerful tool for development.
4. Focus on specific behaviour rather than traits.
Point out behaviour that they do well or could change, rather than focussing on traits. Avoid using negative labels such as 'lazy,' 'a slow learner,' 'incompetent,' 'manipulative,' and so forth. This is just name-calling and creates a negative climate in the workplace. The following statement deals with specific behaviours rather than traits: "Your tone was harsh and you did not give him a chance to reply to what you were saying."
5. Be specific.
Give specific situations or incidents when the behaviour occurred.
6. Provide hints for better performance.
Once people have received feedback, they often know how to change their behaviour. Sometimes, however, if they agree with the feedback but do not know how to change their behaviour, suggestions or hints on how to improve performance are useful. These, too, should be specific and clear.
7. Be concise.
Feedback that is both specific and brief is most helpful. Long-winded feedback tends to be a waste of time. Someone may need feedback on a number of points. In this case, do not overload them with feedback. Instead, give feedback on one or two points and provide further feedback at a later date.
8. Make it a conversation.
When giving feedback it is important to be sensitive towards the person receiving it. Check that the person is ready to receive the feedback and be sensitive in choosing the right location and environment. Feedback is more effective if it takes place through a dialogue between the giver and receiver. This gives the receiver an opportunity to clarify what the feedback giver means and perhaps ask for suggestions. A dialogue helps the receiver better "own" the feedback. Having shared your feedback, check that the person has understood what you have said and why you have said it, dealing with any negative feelings if they have arisen. Agree any actions that are required as a consequence of the feedback, but remember, it is the receiver's choice as to whether they accept your feedback or not.
As a Manager, you cannot shirk the responsibility of providing constructive feedback. Don’t be included in the 77%. Other staff will see that you are shirking one of your responsibilities and you will lose respect.
Now You Can Have Super Motivated Staff with these 8 Proven Tips - To learn more about this author, visit Andrew Rondeau's Website.
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As a manager, one of the key skills is providing feedback on staff performance.
How easy is it to give positive feedback, when someone has performed a great job? Easy isn’t it?
How easy is it to give constructive feedback, when someone has performed badly? Hard? In fact, 77% of managers don’t; they shirk it.
Giving constructive feedback well is an art. Here are some guidelines to help you develop that art ...
1. Keep the goal of feedback in mind.
Always remember that in giving constructive feedback, the aim is to help the other person do a better job. Improved performance on their part is the goal: constructive feedback should serve the needs of the receiver not the giver.
2. Give positive feedback.
Describe something they are doing well. Positive behaviour is reinforced when affirmed by others.
3. Don't avoid corrective feedback.
To learn from our mistakes we must first be made aware of them. Corrective feedback given in a sensitive manner is a powerful tool for development.
4. Focus on specific behaviour rather than traits.
Point out behaviour that they do well or could change, rather than focussing on traits. Avoid using negative labels such as 'lazy,' 'a slow learner,' 'incompetent,' 'manipulative,' and so forth. This is just name-calling and creates a negative climate in the workplace. The following statement deals with specific behaviours rather than traits: "Your tone was harsh and you did not give him a chance to reply to what you were saying."
5. Be specific.
Give specific situations or incidents when the behaviour occurred.
6. Provide hints for better performance.
Once people have received feedback, they often know how to change their behaviour. Sometimes, however, if they agree with the feedback but do not know how to change their behaviour, suggestions or hints on how to improve performance are useful. These, too, should be specific and clear.
7. Be concise.
Feedback that is both specific and brief is most helpful. Long-winded feedback tends to be a waste of time. Someone may need feedback on a number of points. In this case, do not overload them with feedback. Instead, give feedback on one or two points and provide further feedback at a later date.
8. Make it a conversation.
When giving feedback it is important to be sensitive towards the person receiving it. Check that the person is ready to receive the feedback and be sensitive in choosing the right location and environment. Feedback is more effective if it takes place through a dialogue between the giver and receiver. This gives the receiver an opportunity to clarify what the feedback giver means and perhaps ask for suggestions. A dialogue helps the receiver better "own" the feedback. Having shared your feedback, check that the person has understood what you have said and why you have said it, dealing with any negative feelings if they have arisen. Agree any actions that are required as a consequence of the feedback, but remember, it is the receiver's choice as to whether they accept your feedback or not.
As a Manager, you cannot shirk the responsibility of providing constructive feedback. Don’t be included in the 77%. Other staff will see that you are shirking one of your responsibilities and you will lose respect.
Now You Can Have Super Motivated Staff with these 8 Proven Tips - To learn more about this author, visit Andrew Rondeau's Website.
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Anne BarrAnne Barr has over 26 years experience in sales and marketing, six years as a franchisee. She has assisted over 367 business owners and purchasers to achieve their goals in career change, transition and exit strategy. She holds the designation of Certified Franchise Executive from the International Franchise Association, Certified Business Intermediary from the International Business Brokers Association and Board Certified Broker from the Texas Association of Business Brokers. Anne is active in professional organizations, networking groups and volunteers for non-profit entities. As owner/operator of four successful businesses, Anne has proven people skills and enjoys helping clients find the right "fit" in business ownership. Visit www.FranchiseOpportunitySpecialist.com for more information about me and my company. - Visit Anne Barr's Website |
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David AchesonDavid Acheson is the founder of DCJA Consultancy. DCJA Consultancy is a management consultancy business specialising in B2B sales consultancy. They offer bespoke and packaged sales consultancy including Sales Optimisation Review, Interim Sales Management, Sales & Marketing Review, 1:1 Sales & Management Staff Analysis, Management Training, Solution Sales Training, Creation of New Pay Plan, KPI's, run Customer Feedback Campaigns, assist with Recruitment, Coaching, Appraisals and set up Strategic Marketing Campaigns. David spent his early career in accountancy and then moved into sales in 1982, working in Office Equipment, IT, Advertising, Training, Outsourcing and Consultancy. He has held many Senior Positions in SMBs and Global Organisations including Head of Sales Operations & Head of Business Development. His knowledge, skills and great experience of the Sales Industry has led to David making keynote speeches and running educational sessions to key businesses through organisations including The Chamber of Commerce and Business Link. - Visit David Acheson's Website |
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George LudwigGeorge Ludwig is a recognized authority on sales strategy and peak performance psychology. An international speaker, trainer, and corporate consultant, he helps clients like Johnson & Johnson, Abbott Laboratories, Northwestern Mutual, CIGNA, and numerous others improve sales force effectiveness and performance. Though it's George's strategies and processes that help corporations increase productivity and performance, it's his tremendous energy and dynamism that spark the transformation. Again and again, clients remark on his amazing ability to unleash human capacity and inspire men and women to break out of their comfort zones. The result is a whole new type of salesperson. His customized presentations teach achievers to make stunning advances in their lives. From helping salespeople realize cherished dreams to helping corporations exponentially accelerate revenue streams, George Ludwig leaves audiences and individuals empowered, emboldened, and clamoring for more. George is the best-selling author of Power Selling: Seven Strategies for Cracking the Sales Code and Wise Moves: 60 Quick Tips to Improve Your Position in Life & Business. - Visit George Ludwig's Website |
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