The Journey of Wynn 574

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Giving And Receiving Feedback

Giving performance feedback can be a traumatic experience for managers. Managers understand that employees are uncomfortable receiving criticism and this feeds their own hesitancy to deliver it. In many instances, a manager is concerned that they will risk damaging a relationship with an employee if they offer criticism, and they delay or avoid giving it.
By establishing positive recognition and constructive criticism as equally valid forms of feedback, companies can build cultures in which feedback is seen as it should be: a welcome training feedback ontvangen growth opportunity, rather than a feared punishment. A great opportunity to give an employee feedback is when they complete a project - whether on their own, or with the team.

E.g. "If you continue to be late you will be placed on a performance plan and risk getting demoted or fired." If there is now a commitment to change you can go to step 10. However not everyone is open to receiving feedback and willing to adapt their behavior.
To determine if the problem behavior is a result of a breakdown in communication, the manager must ask herself, "Did I talk to the employee about my expectations?" That is, we as managers must determine whether we discussed objectives, duties, responsibilities, deadlines and performance.

Although the universal teacher lament that there's no time for such feedback is understandable, remember that "no time to give and use feedback" actually means "no time to cause learning." As we have seen, research shows that less teaching plus more feedback is the key to achieving greater learning.
At Basic American Foods , they implemented performance appraisal software that included comment helper text, coaching and development tips, performance journals and development activities mapped to competencies to help their managers give regular feedback and coaching to their employees.

Simply put, a feedback culture is an environment in which feedback is welcomed as an essential driver of development and growth for individual employees, teams, and the company as a whole. This is particularly useful for giving feedback on a project: praise the parts you like, point out what needs to be improved, then round up by emphasising the good points and the positive results that your suggested improvements will have.
You are essentially asking for feedback on your feedback — as well as ensuring that your employees understand how to proceed. And when feedback is given effectively it is one of the most powerful tools in a manager's toolkit for building trust, performance, and motivation in their team.

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