Feedback Skills 2024 PDF

Communications CM4203 Interpersonal Communication and Feedback Dr. Caoilfhionn Ní Bheacháin Review:  Leadership is about leading the way – being the first to confront problems and enter zones of conflict and danger.  “Listeningis the golden key that...

Communications CM4203 Interpersonal Communication and Feedback Dr. Caoilfhionn Ní Bheacháin Review:  Leadership is about leading the way – being the first to confront problems and enter zones of conflict and danger.  “Listeningis the golden key that opens the door to human relationships”  William Ury Ury – a seasoned negotiator says we need ‘listening processes’ rather than peace talks. Review: Active listening  Activelistening is an intrapersonal and interactive process in which we actively focus on, interpret, and respond verbally and non- verbally to messages. Feedback  Feedback is a special type of message designed as a response to a received message.  Feedback – one of the essential components in the model of communication. It is inherent in the communication process and it is constantly present.  Feedback is a critical component in communication because it enables us to gauge how the messages we sent were interpreted and aids in the design of future transmissions.  Feedback involves both verbal and non-verbal communication. Feedback is there all the time Every time we speak or listen to another person, in our tone of voice, in the words we use, in the silences which we allow, we communicate feedback – how far we trust, how much we respect, the degree to which we love, like or even hate the person in front of us. We cannot not give feedback. If we think we’re not doing it, we’re a dangerous communicator because it means we are probably not managing communication effectively Nervous about giving critical feedback?  “ifyou can see that someone is acting in a way that limits their success (or effects your own), you do them a profound disservice if you shy away from giving them feedback for fear of causing offence.” Feedback  Good feedback doesn’t just happen – it is the product of careful, deliberate communication strategies, coupled with good interpersonal communication skills.  https://www.youtube.com/watch?v=fGW YyvPhsf8 Simon Sinek on creating work cultures where feedback is constantly and helpfully present  Constructive feedback is good for a company - organizations that provide regular employee feedback report a 14.9% lower turnover rate  "It is important to learn how to take criticism seriously but not personally." Triggers which make us reject feedback:  Truth triggers  Relationship triggers  Identity triggers  See Sheila Heen TED talk on Sulis page Feedback is an opportunity to motivate  Positive feedback is another word for praise, and is all about taking the opportunity to express appreciation of a job well done, in the hope of inspiring an individual to do many more jobs even better. Too few leaders, managers and colleagues find time to express thanks to others for something well done, missing the opportunity to inspire greater positive feeling and commitment in those already performing well.  The relationship between giver and receiver is critical  Giving feedback Good Feedbac k  Giving feedback Descriptive first Helpful Good Relevant Desired Feedbac k Timely Concrete and ‘Feedback Starvation’  Oftenaffects senior managers – unaware of what is happening on the ground.  Always acknowledge the need for feedback Effective feedback  Don’t exaggerate – ‘You always..’  Talk first about yourself – not about the other person – start with ‘I’ or ‘we’ rather than ‘you’ Feedback is essential to develop performance  Constructive feedback is a supportive act intended to deal with under-performance in a positive way and to develop performance to a higher level. The language which we use is important here; not, ‘You didn’t do …’ but rather ‘If you had done xxx, it would have …’ or ‘The customer wasn’t very happy. What else do you think you could have done?’ Effective feedback  Encourage people to change  Feedback must focus on things the recipient has the power to change. It is difficult to change basic personality traits such as shyness or a preference for openness.  People can change behaviour much more easily than changing a personality trait – leaving a set of sensitive documents scattered across a desktop is an outcome that a manager can focus on, regardless of personality preferences. Effective feedback  Build trust – feedback is much more readily accepted if it comes from a trusted source.  Help people hear and accept your compliments when giving positive feedback  People often brush aside compliments – they might change the subject because they feel awkward – Reinforce the positive feedback and encourage the other person to accept it. Six factors which determine the effects of feedback:  The amount of critical feedback  The balance between positive and negative  The content of the feedback  The use of a range of measures (i.e. evidence)  The way the interview is organised and conducted.  The relationship between the two parties  (Fletcher 1994: 119) Feedback can be painful and cause us inner conflict  The need to learn and grow vs  Theneed to be accepted and respected the way we are right now. Receiving feedback at work  Try to understand the other person’s objectives.  Take time to sort out what you have heard – it is reasonable to ask for time to think about what has been said and how you feel about it. Make an appointment to get back to him or her. Follow up.  Some of the most important things we learn in life come from our most painful experiences.  The real skill is learning to accept and make use of feedback…..  Feedback gives us important information that we can use in transformative ways  People that solicit negative feedback (and thereby learn to handle / use it) do better in their jobs and relationships.  Feedback allows us to keep learning and growing  The only way to make sure we don’t continue making the same mistakes is to get feedback. Invest time in asking and learning about how others experience working with you – ‘What do you like about the way I work and what don’t you like?’ You might find it tough to listen to others’ sometimes ill- founded opinions about your behaviour. But it is what it is; an opinion and not a fact. And if people are thinking it, you may not need to accept it, but you need to manage the perception. The skill of feedback? Summary  Be specific  Offer a solution  If possible, deliver feedback face-to-face  Be sensitive  Don’t assume  “The other person may have a frame of reference that is different from your own. She reacts and perceives according to what she knows and believes to be true, and that may be different from your own reactions, perceptions and beliefs”  Tony Alessandra Receiving feedback:  https://www.youtube.com/watch?v=FQNbaKk Yk_Q (Sheila Heen TED Talk)  Asking for feedback:  “What one thing do you seem me doing – or failing to do – that is getting in my own way?”  People will have thought about it! Summary  Questioning, listening and feedback skills are the ‘quiet heroes’ of effective communication.  These skills need as much attention as writing or presentation skills.  Giving and receiving effective feedback is a key function of management and performance development