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Savvy Supervision

Savvy Supervision. Achieving results through individualized feedback. Sarah Gremer Resident Director University of Washington. “My Employee is Impossible!”. Overview of Presentation. Fear of feedback Importance of feedback Common mistakes Feedback models Application

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Savvy Supervision

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  1. Savvy Supervision Achieving results through individualized feedback Sarah Gremer Resident Director University of Washington

  2. “My Employee is Impossible!”

  3. Overview of Presentation • Fear of feedback • Importance of feedback • Common mistakes • Feedback models • Application • Closing and questions

  4. Feedback What is it and why is it so hard to give?

  5. What is Feedback? • Feedback is “the return of information about the result of a process or activity; an evaluative response.” • Other terms for feedback: • Coaching • Evaluation • Constructive criticism • Performance review (Answers.com)

  6. The Fear of Feedback • Why do supervisors avoid giving feedback? • Fear of being liked • Fear of becoming too emotional • Anxious about the responses they may get (tears, anger) • Giving feedback can remind people of times in their past • Fear of retaliation • Lack of having a strategy for the conversation (Strober and Jackman, 2004)

  7. The Importance of Feedback Why should I care about giving feedback?

  8. The Importance of Feedback • Why should supervisors embrace giving feedback? • Feedback can reduce confusion and assumptions • Feedback can improve productivity, quality of work, and effectiveness • Feedback can help maintain high performing employees, and help low performing employees improve • Motivation and initiative is increased • Problems can be addressed before they have the chance to start (University of New Hampshire Human Resources)

  9. The Importance of Feedback • Arthur Chickering’s 7 vectors of student development • Vector 5: Establishing Identity • Receiving feedback is crucial to be able to establish identity.

  10. Common Feedback Mistakes Why should I change?

  11. Common feedback mistakes(Lindenberger, 2005) • Speaking out only when things are wrong. • Feedback can be both positive and negative (constructive) • Both kinds of feedback should be given on a regular basis • If feedback is only positive or only negative, it can give the employee a lopsided view of their performance

  12. Common feedback mistakes(Lindenberger, 2005) • Drive-by praise without specifics. • Instead of “Good job today!” • Try “Good job matching our son’s shirt to his pants and socks. I really appreciate it and would love to see you do that again. Thank you!”

  13. Common Feedback Mistakes(Lindenberger, 2005) • Waiting until performance or behavior is substantially below expectations before acting on it. • “Do nothing” philosophy • “Maybe it will just go away if I ignore it…” • Reality: It won’t go away, it will probably get worse.

  14. Common Feedback Mistakes(Lindenberger, 2005) • Giving positive or negative feedback long after an event has occurred and/or lumping all feedback into a structured performance review. • This is one of the most common feedback mistakes supervisors make • The employee will leave the conversation not knowing what they should focus on and feeling overwhelmed • Many times the message is lost and performance does not improve

  15. Common Feedback Mistakes(Lindenberger, 2005) • Not taking responsibility for your thoughts, feelings, and reactions. • You may have contributed in some way to the employees performance • Acknowledge it, and then refocus on your employee • Do not make the conversation about you or your feelings • If you have emotions about the situation, process them before the conversation so they do not interfere with the feedback you are trying to deliver

  16. Common Feedback Mistakes(Lindenberger, 2005) • Giving feedback through email or over the telephone. • Negative feedback needs to be delivered in person so that you can make sure your message is heard • Email and telephone feedback can often be misunderstood and the message you want to share is lost

  17. Common F eedback Mistakes(Lindenberger, 2005) • Giving negative feedback in public. http://www.youtube.com/watch?v=i4EARItfoG4

  18. Common Feedback Mistakes(Lindenberger, 2005) • Giving negative feedback with no suggestions/ Discussion on improving performance http://www.youtube.com/watch?v=cEc9W2-NPVs

  19. Common Feedback Mistakes(Lindenberger, 2005) • Using the sandwich technique to deliver negative feedback. • The sandwich technique is putting negative feedback in between two statements of positive feedback • This does not work because often the message gets lost and the employee leaves confused about if they have done a good job or if they need to improve • The positive feedback can often seem phony when paired with the negative feedback as often the negative feedback is all the employee hears

  20. Common Feedback Mistakes(Lindenberger, 2005) • Not giving feedback on a constant basis and not following up after giving feedback to an employee. http://www.youtube.com/watch?v=gdp4sPviV74

  21. Feedback Models for Success How do I give feedback?

  22. Feedback models for success(Collins and Richie, 2005) • The 3 R’s of feedback • Regularly • Right away • As a Remedy, to change and reinforce behavior • The more you initiate feedback conversations, the more skilled and comfortable you become. Feedback should not be just a single conversation or limited to annual performance reviews but instead a regular process that everyone feels comfortable with because it happens routinely

  23. Feedback models for success(Collins and Richie, 2005) • The BISA model • B = Behavior. Identify the specific behavior you observed or what the person said. Facts are indisputable. • I = Impact. Communicate the impact the behavior had on the people present, including you. • S= Silence. Pause for a moment to let the person process the information and respond. • A = Alternatives. Ask the person if she has ideas about what she could have done more effectively. Be ready to offer your own suggestions.

  24. Feedback models for success(Collins and Richie, 2005)

  25. Application Let’s fix some unsuccessful conversations…

  26. Office Space • What did the supervisor do well? • What mistakes did they make? • How would you have directed the conversation so that it has a better outcome? http://www.youtube.com/watch?v=i2ZyF8Ufz4Q&feature=related

  27. The Devil Wears Prada • What did the supervisor do well? • What mistakes did they make? • How would you have directed the conversation so that it has a better outcome? http://www.youtube.com/watch?v=6MU7fMmuD34

  28. 30 Rock • What did the supervisor do well? • What mistakes did they make? • How would you have directed the conversation so that it has a better outcome? http://www.youtube.com/watch?v=rkdRfbN6eew

  29. So What Did We Learn? • Feedback is important • Giving feedback can be nerve-wracking, but the benefits of giving feedback far outweigh the cost • You can fix common feedback mistakes using simple easy to remember feedback models • You are doing a better job than many characters on television and in the movies! • By giving great feedback and not giving up, you can inspire greatness!

  30. Closing • Questions? • Comments • Thank you for coming!

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