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Feedback - Giving and ReceivingFeedback - Giving and Receiving

Face to face / Online public schedule & onsite training. Restaurant lunch included at STL venues.

From £446 List price £650

Implementing a feedback loop is critical at any stage within an organisation. Feedback enables both managers and teams to be more aligned and motivated to the business goals.

Who is this course for?

Anyone involved within an organisation interested in improving working relationships through better communications.

This course is a part of a wider portfolio of our management courses London.

Feedback - Giving and Receiving

Benefits

By the end of the course you will be able to:
* Understand why feedback is so valuable
* Champion effective behaviour in the workplace
* Learn to manage expectations and challenging situations

Course Syllabus

Why have a performance management process?

Using feedback as a performance management tool
Feedback and it's value
Fostering a culture of learning

Creating performance measures

Performance standards
Personal objectives
SMART objectives

Feedback

How to give feedback and avoid pitfalls
Different types of feedback
Receiving feedback
Developing ownership
Managing Self esteem

Motivation

Make feedback motivational
Appropriate recognition and praise

Communication skills

Listening and asking questions
Reflecting back - clarification
A 3 step feedback model
Delivering feedback assertively

Coaching skills

Handling reactions
The role of feedback in supporting and coaching
Growing self awareness

Workshop sessions

Sample case studies
Assertive techniques and feedback
Establishing SMART objectives

"What do I get on the day?"

Arguably, the most experienced and highest motivated trainers.

Face-to-face training

lunch

Training is held in our modern, comfortable, air-conditioned suites.

Lunch, breaks and timing

A hot lunch is provided at local restaurants near our venues:

  • Bloomsbury
  • Limehouse

Courses start at 9:30am.

Please aim to be with us for 9:15am.

Browse the sample menus and view joining information (how to get to our venues).

Refreshments

Available throughout the day:

  • Hot beverages
  • Clean, filtered water
  • Biscuits

Online training

online training (virtual)

Regular breaks throughout the day.

Learning tools

in-course handbook

In-course handbook

Contains unit objectives, exercises and space to write notes

24 months access to trainers

Your questions answered on our support forum.

What to expect when training

Training Formats & Services

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    London training venues.
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Summary

Expleo

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Anil Kumar Patnagere Jayanna,
Primary Developer

Good Training, lot of learning. Got to know on giving good feedback, open sandwich feedback and building relationship.

Expleo

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Shirley Scheppan,
Test Lead

Dennis is a great trainer. He made sure that our voices are heard. Frank and honest.

Royal Hospital Chelsea

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Serena Richmond,
EDI Officer

This was very informative and fun. Tony was extremely helpful and kept it fun and engaging. He also added a touch of humour to keep us all relaxed.

More testimonials

Public schedule dates

Next date Location Price
Wed 12 NovOnline£446
Wed 14 JanOnline£495
Wed 21 JanLimehouse £495
Fri 13 FebOnline£495
Fri 20 FebBloomsbury £495
Mon 16 MarOnline£495

And 25 more dates...

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Training manual sample

Below are some extracts from our Feedback - Giving and Receiving manual.

There are many types of feedback that managers can deliver, and delivering the appropriate type of feedback increases the chance that the receiver will hear, understand, accept, and act on that feedback.

In situations where Emotions may be heightened or raised, Feedback should be given Face to Face. Tips to remember are;

       ·          Create a Positive atmosphere (with Easy Open Questions), a positive comment or compliment & arrange the environment (Time, Place) to put the Mentee at ease

       ·          Explain where it fits in the Management process and how it can benefit them

       ·          Be Open, Supportive & Sincere

       ·          Explain the bigger picture or impact - say ‘Why‘ you are giving them the feedback

       ·          Always end with a Positive Constructive comment eg. Agree how you can offer support moving forward

 

Barriers to Feedback

Any Barriers to Feedback Communication should be identified and overcome, or mitigated to a workable levels.

This can normally be achieved through Manager and Employee engagement, and may require input from other Managers or Departments.


Common barriers to Feedback (may also include lack of Manager or Employee skills):


 


 

The SBI Feedback Model


Because feedback can be a difficult process, try using a model to help frame the conversation, such as the ‘Situation – Behaviour – Impact’ (SBI) Model:


 

For example:

Situation: Remind your manager of the situation. Describe the situation where the observed behaviour occurred. The more specific about the where and when, the better.

When we had the weekly team meeting.

Behaviour: Describe the behaviour you are looking to change.

You mentioned the lack of adherence to following the sales process.

Impact: Describe the impact on yourself and/ or the organisation.

This was great because it reminded us all of the correct protocol.

 

In addition, follow these general guidelines:

       ·          Praise specific actions that have had beneficial effects to encourage the person to use them more often and therefore help themselves and others.

       ·          Focus on the behaviour not on the person

       ·          Tell someone “What they did” not “What they are”

       ·          Be specific not general

       ·          If people have specific incidents to refer to them so that they can also replay their memories of the event

       ·          Use observation not inference

       ·          Say what you have seen, heard or felt, not what you think is happening.

       ·          Report feelings or consequences of behaviour

       ·          What a person’s actions make you feel is valid feedback since they cannot know what effect they have on your feelings.

Alternatively, the EEC/K (or EEK/C) Model could be used in other, or more informal circumstances;

This is often referred to as the E squared C cubed model.

In the example above, the model is being used to provide constructive or corrective feedback to address a performance issue. It can also be used to recognise and praise positive behaviours, for example the staff member has written a report which has been very well received. The effect has been that you have received some very appreciative emails, asking who wrote the report and asking you to pass on their thanks. In this case you will not be asking them to change or correct their behaviour, but to continue it!

Giving good Feedback

The following acronym provides a robust framework for delivering good feedback:

Specific: Be exact about what behaviour you want the person to change.  Keep information Concise and with a clear message.

Timely: The feedback should be delivered as soon as possible for maximum effectiveness

Expressed Directly: The feedback should be delivered in a direct manner, using ‘I’ statements, to the Employee

Behaviour or work Focused: The feedback should focus on the behaviour that should be changed, not the person or their personality

Actionable: The feedback must be about something the person can either Change (behaviour, work practise) or to identify a Positive behaviour to Keep.

Helpful: The feedback should be Constructive, and show that you want to help support the individual with this problem. Any Support should be agreed by all parties.  Key attitudes include respectfulness, honesty, open-mindedness, and empathy.

It is best practise to plan the feedback before it is given to ensure sensitivity to the message being sent and to the people present. Criticising a team member in front of the entire team will not be well received. Surprisingly, being praised in front of a group can make some people feel uncomfortable too.


Direct Praise or Criticism

This is often used in informal feedback situations, but can also be used as part of formal feedback. Remember the characteristics of good feedback even when delivering these short items.

Note that direct criticism should be used very rarely – typically only when safety is the issue.

Examples:

“That report that you sent out today looked great, Jamie.”

“You need to put your hard hat on, Aaron.”

 

The Feedback Sandwich

This is where you simply sandwich the negative between two positives. This approach has been criticised because it trains the employee to always expect a negative when they hear a positive, and it takes the focus away from the actual problem. However, it is especially useful for new or sensitive employees or in situations where the job is well done overall.

Example:

“Susan, your report had all the right statistics in it, and I really appreciate that. However, we need you to use the company template. I’ve e-mailed it to you so that you can use it the next time. Good job getting it in on time, too!”

 

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