Face to face / Online public schedule & onsite training. Restaurant lunch included at STL venues.
From £446 List price £650
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.
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
Arguably, the most experienced and highest motivated trainers.
Training is held in our modern, comfortable, air-conditioned suites.
A hot lunch is provided at local restaurants near our venues:
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).
Available throughout the day:
Regular breaks throughout the day.
Contains unit objectives, exercises and space to write notes
Your questions answered on our support forum.
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Expleo
Seamus Keogan,
Practice Lead
Enjoyable course, covered a lot in a light and engaging fashion
Feedback - Giving and Receiving
Expleo
Cherise Byrnes,
Consultant
I really enjoyed the course and how interactive it was. I could take away real-world solutions to situations.
Feedback - Giving and Receiving
Expleo
Paul Matassa,
QA Lead
Very interesting course ,will be putting lessons learnt into action in my role.
Feedback - Giving and Receiving
Next date | Location | Price |
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Wed 12 Nov | Online | £446 |
Wed 14 Jan | Online | £495 |
Wed 21 Jan | Limehouse | £495 |
Fri 13 Feb | Online | £495 |
Fri 20 Feb | Bloomsbury | £495 |
Mon 16 Mar | Online | £495 |
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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
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):
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!
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.
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.”
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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