HomeCalendarFAQSearchRegisterMemberlistUsergroupsLog in

Share | 


Go down 

Number of posts : 305
Age : 68
Registration date : 2007-10-04

PostSubject: PROVIDING PERFORMANCE FEED BACK   Mon Feb 18, 2008 5:55 pm

Coaching Tip: The Leadership Blog
Coach John G. Agno provides leadership insights in digestible bites that allow for on-the-job application while fitting easily into action-packed schedules. Research indicates that people learn better, retain more and are positively motivated when supported by regular coaching.AboutLinks

Boomer Retirement Tips

Career Tips

Baby Boomer Tips

Mentoring and Coaching

Getting to Know You

Search this blog:
» Blogs that link here
» View my profile

Add to Technorati Favorites
Leadership Tips

Subscribe Here

Enter your Email

Powered by FeedBlitzEmail Me Syndicate blog

Enter your search terms Submit search form

Subscribe to this blog's feed Subscribe to my Podcast Recent Posts
Stress Reduction Tips for Women
Mentoring versus Coaching
Providing Performance Feedback
Telecommuting: Engaged or Not?
Corporate Growth Hampered
Career Path Thoughts
The Newly Vulnerable
Leadership Development is Self Development
Generational Dress Code Divide
Women Executives and Stress
Business Coaching
Chief Executive Officer (CEO)
Current Affairs
Glass Ceiling
Personal Coaching
Personal Life
Real Estate
Safety & Security
Self Assessment
What is
Work life

Enter your search terms Submit search form

Thought for the Day
Leadership is not just for people at the top. Everyone can lead by acquiring the power to make a difference and to be prepared when the call to lead comes.
A directory of online self assessments to gain success in life and work.
Leadership skills and style testing. Know how you motivate and coach people to gain success at work and in life.
Leadership Coaching by certified executive and business coach.
Effective leaders know the value of interpersonal skills.
What is Leadership?
Leadership is an interactive conversation that pulls people toward becoming comfortable with the language of personal responsibility and commitment.
Leadership Tips
“The crux of leadership development that works is self-directed learning: intentionally developing or strengthening an aspect of who you are or who you want to be, or both.” Primal Leadership by Daniel Goleman, Richard Boyatzis & Annie McKee (Harvard Business School Press)

Technorati Profile

» Blogs that link here

How to See & Hear Bob Prechter on 'The Biggest Financial Crisis Ever'
2/15/2008 5:33:01 PM

How the Herd Sets Market Prices
2/15/2008 5:26:10 PM

VIDEO (Forex): 'Has the Dollar Bottomed?'
2/15/2008 5:35:37 PM

Sugar: A Sweet Opportunity For Your Sweetie
2/14/2008 6:03:29 PM

Nikkei: 'Crossing The Road' To Opportunity
2/12/2008 5:21:17 PM

The U.S. Housing Crisis: By The Book
2/15/2008 4:09:27 PM
FREE Webinar -- Five Investment Mistakes YOU Will Probably Make in 2008 ... Unless you click here!

February 17, 2008 - February 23, 2008
February 10, 2008 - February 16, 2008
February 3, 2008 - February 9, 2008
January 27, 2008 - February 2, 2008
January 20, 2008 - January 26, 2008
January 13, 2008 - January 19, 2008
January 6, 2008 - January 12, 2008
December 30, 2007 - January 5, 2008
December 23, 2007 - December 29, 2007
December 16, 2007 - December 22, 2007
Valerie Sokolosky: Monday Morning Leadership for Women

John Gray: Why Mars and Venus Collide: Improving Relationships by Understanding How Men and Women Cope Differently with Stress

Nassim Nicholas Taleb: The Black Swan: The Impact of the Highly Improbable

Cathleen Benko: Mass Career Customization: Aligning the Workplace With Today's Nontraditional Workforce

John Barrett; David Wheatley; Lynn Townsend: 50 DOs for Everyday Leadership: Practical Lessons Learned the Hard Way (So You Don't Have To)

Daniel Granholm Mulhern: Everyday Leadership: Getting Results in Business, Politics, and Life

Marcus Buckingham: The One Thing You Need to Know : ... About Great Managing, Great Leading, and Sustained Individual Success

Malcolm Gladwell: The Tipping Point
Discover how ideas, messages and products spread like outbreaks of infectious disease. (*****)
Malcolm Gladwell: blink
The power of thinking without thinking. (*****)
James Waldroop Ph.D.: Maximum Success : Changing the 12 Behavior Patterns That Keep You From Getting Ahead
A compass for guiding you to career success.
John C. Maxwell: Failing Forward Turning Mistakes Into Stepping Stones For Success
How to use our failures as steps to success.
Lois P. Frankel: Nice Girls Don't Get the Corner Office: 101 Unconscious Mistakes Women Make That Sabotage Their Careers
You guide to breaking through the glass ceiling.
Thomas Lewis, Fari Amini, Richard Lannon: A General Theory of Love
Leaders know and science has discovered emotionality's deeper purpose: the timeworn mechanisms of emotion allow two human beings to receive the contents of each other's minds.
David R. Hawkins: Power vs. Force
Discover the hidden determinants of human behavior.
Larry Bossidy, Ram Charan: Confronting Reality
Doing what matters to get things right.
Daniel Goleman, Annie McKee, Richard E. Boyatzis: Primal Leadership
Realize the power of emotional intelligence in becoming an effective leader. (*****)
David L. Dotlich, James L. Noel, Norman Walker: Leadership Passages
Learn the personal and professional transitions that make or break a leader. (*****)
Add me to your TypePad People list
See how we're connected« Telecommuting: Engaged or Not? | Main | Mentoring versus Coaching »

Providing Performance Feedback
Many employers struggle with providing performance feedback to correct workplace issues, like tardiness and absenteeism.

What’s performance feedback all about? The word “performance” makes it seem as if we are on stage. Success at work is our applause, the managers and leaders of our organization are the directors and producers, and our successful performance run is obviously the bottom line. Very few actors walk away with a Tony or an Oscar for mediocre performances. That is also true in the work world. Survival as an organization rests on the quality of our work. Without stopping to playback our performance, we might find that our run will be much shorter than we anticipated.

As leaders, we need to get people on a positive course by helping them face and then manage weaknesses.

How this is done is through the feedback process: honestly, respectfully, openly, thoughtfully and with a sense of purpose.

As a team leader or manager you can begin to work on the tardiness and absenteeism situation by writing out your answers to the following two questions:

How can you say that you are concerned about this weakness in a respectful and helpful way? (Be specific. "You aren't contributing to the team's effort" is a difficult statement for someone to hear. Reformat the weakness. "I am concerned when you don't get to the office on time" refocuses the concern as a problem.)
How can you offer this person encouragement to change the way he or she has done things in the past?

Employees want to succeed in their work. Most accept that goal-directed feedback is an effective means of guiding their work activities to be in concert with team and organizational goals. By having a performance feedback conversation with the tardy employee (where you coach while doing more listening than talking), you can insist that he arrive on time, focus on his work and ask what he will do to make this happen. The impact on the tardy employee will make him responsible for his actions and sets clear expectations. The consequence is he has the opportunity to design a solution to the issue.

This situation is an opportunity for you, as the team leader, to build your leadership skills and style. Leadership development is not an event. It is a process of participating
in respectful conversations where the leader recognizes his or her own feelings and
those of others in building safe and trusting relationships. Leadership is an interactive conversation that pulls people toward becoming comfortable with the language of personal responsibility and commitment.

Here are five guiding principles for respectful conversations:

1. When peers connect change happens. Effective coaching can happen on the dance floor of conversation.

2. It's okay to begin a conversation by confronting the other person with questions that seem awkward but set the stage for a respectful exchange. Why waste time on small talk? Just ask to-the-point information-seeking questions, like: "What are you here for? How do you want to spend our time together?"

3. Conversations are not meant to be structured. Be open to conversations that you are unprepared for and focused on the interests of the other person (not your purpose).

4. Don't get pulled into solving problems that may not matter to the other person. Allow time for the person to get to what's really important. Provide spaces where they can express their doubts and fears by being a thoughtful listener--without taking on the responsibility to fix or debate the issue. After all, you have invited the person to talk about what matters to her or him, not you, so allow time for the articulation of those thoughts and feelings.

5. Personal transformation happens when the right questions get asked--not by providing answers. When you focus on the solution, you are trying to sell the person something. When you allow people to answer their own questions, they discover what they were not aware of---and what is needed to move forward.

February 15, 2008 in Business Coaching, Communication, Leadership | Permalink

Technorati Tags: feedback, performance
TrackBack URL for this entry:

Listed below are links to weblogs that reference Providing Performance Feedback:

Post a comment
Comments are moderated, and will not appear on this weblog until the author has approved them.

If you have a TypeKey or TypePad account, please Sign In

You are currently signed in as (nobody). Sign Out


Email Address: (Not displayed with comment.)


Remember personal info?


Back to top Go down
View user profile
Back to top 
Page 1 of 1
 Similar topics
» The Sky Rolled Back Like a Scroll
» BACk ISSUES O.F.R. (Online Forum Release)
» fighting back in a lucid dream really cool
» What can be claimed back on tax???
» How long in hospital? How soon to go back to work?

Permissions in this forum:You cannot reply to topics in this forum
Jump to: