The Top Ten Reactions to Performance Feedback and How to Respond
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hy do so many managers avoid giving feedback? Fear of how an employee will respond is the number one reason managers say they delay and sometimes completely abandon performance conversations. Many managers feel there is no way to adequately predict and prepare for an employee’s response to feedback and are, therefore, convinced things will spin out of control. In reality, most performance issues will elicit a fairly predictable range of responses from employees, some of them even positive. We have identified the Top 10 Employee Reactions and suggest effective ways of addressing each. Understanding these reactions and what to do if confronted by them can mean the difference between having the confidence to initiate an important conversation or sweeping it under the rug. Join us for this session to walk through these reactions and gain practical tips and techniques to maintain control of the conversation and keep it moving in the best direction.
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The Top Ten Reactions to Performance Feedback and How to Respond
- 1. The Top Ten Reactions to Performance Feedback and How to Respond Jamie Resker September 5, 2012 A Service Of: Sponsored by:
- 2. INTEGRATED PLANNING Advising nonprofits in: www.synthesispartnership.com • Strategy • Planning (617) 969-1881 • Organizational Development info@synthesispartnership.com A Service Of: Sponsored by:
- 3. www.mission.do A Service Of: Sponsored by:
- 4. Today’s Speaker Jamie Resker Founder and Practice Leader Employee Performance Solutions Hosting: Assisting with chat questions: Jamie Maloney, Nonprofit Webinars Sam Frank, Synthesis Partnership A Service Of: Sponsored by:
- 5. How to Respond to the Top Ten Reactions to Performance Feedback A Program for Leaders Facilitator: Jamie Resker Founder and Practice Leader 5
- 6. Unmet Expectations… Aware Knows How 6
- 7. Communicating Expectations You need to be Yes, I’m eager here… to have you tell me about my deficiencies You are here… What needs to happen to go from here to there? Would it be useful to talk about why you are at your current level?
- 8. How We Respond to Feedback • Under Attack • Thinking brain shuts down OVERDRIVE • Emotions crank up • Fight or Flight Response • Self-esteem threat • Judgment = recoil response
- 9. Timing Level 4: Disciplinary Intervention No Change Level 3: Formal Intervention Pattern Persists Level 2: Awareness Intervention Apparent Pattern Level 1: Informal Intervention Single “Thing” Source: Vanderbilt University Medical Center Performing: Reinforcing Feedback
- 10. 10
- 11. In the First Place…Getting the Best Reaction • Make a request • Critical…. • Say what you want • Deficiency Driven…
- 12. Introducing Feedback… • Improve… • Develop the ability to… • Get better… • Work on… • Stop… • Focus on… • Weakness… • Put your energy into… • You never… • I need for you to… • You don’t… FUTURE FOCUSED • You shouldn’t… Possibilities YOU’RE DEFICIENT
- 13. Turn Around • Makes Mistakes Develop more accuracy – Stop making so many mistakes • Let’s talk about what that would look like… – On the month end reports… – For payroll… – Etc…. 13
- 14. I am struggling to manage someone that is disruptive, chatting frequently, Gets involved in selling things at the workplace, who is loud, very negative etc, but her work is done well. 1. I wanted to check something out with you. Can we have a conversation? 2. First let me say how happy I am with the work you produce; you’re able to get it all done and the quality is great. 3. This is awkward to bring up but I have to ask you to work in a way that lets others focus fully on and attend to their work. 4. Can I describe to you what I mean by that?
- 15. 4. Can I describe to you what I mean by that? (Working in a way that lets others be fully focused on their work) • This would mean that you can go ahead and keep selling (x) but during the time when it’s lunch time when everyone is taking a break from work. • And if you have a thought about the work or the environment here and that thought isn’t entirely positive then that’s something you should hold onto (keep under your hat, keep in the thought bubble). • And the last thing would be to speak at a lower voice volume. 5. The reason I’m asking this of you is because we’ve got so much work and I need for others to be fully focused. Let me assure you that I’m happy with the work you produce. 6. Have I explained things in a clear way? What’s your take on what I’ve asked?
- 16. Managing the Conversation I’ll see what I can “There’s just one “I know… I do…” do you What thing I’d like to need to mean? I have I’m feeling confident have you work on that…” GREAT with focus on…” customers! “What do you mean? I thought I was good with customers” “I can’t help it…customers annoy me.”
- 17. Desired Response Ultimate Goal Acknowledges Action Steps Check In… Recognize Progress More Feedback
- 18. Your Experience… What are some reactions you’ve received when giving performance feedback?
- 20. Acknowledgement Manager’s Response What will be your first step? What will you do next?
- 21. Surprised Employee Response 21
- 23. Why Didn’t You Bring This Up Before? Employee Response
- 24. Why Didn’t You Bring This Up Before? Manager’s Response
- 25. When I Worked For My Other Manager… Employee Response You are SO Awesome!
- 26. When I Worked For My Other Manager… Manager’s Response
- 27. Excuses System or Process Issue? Employee Response Performance Issue?
- 28. Invalid Excuses Manager’s Response “I hear what you’re saying but I still need for you to be respectful to your colleagues.”
- 29. Non-Committal “I’ll try but I can’t make any promises.” Employee “I’ll do my best.” Response “I’ll see what I can do.” Tone ? ? ?
- 30. Non-Committal Yes, I will. “Sounds like you’re Manager’s hesitant….. Response This is important So I’m going to give you time to ”
- 32. Silence Blaa, blaaaa, blaaa and I’m noticing more blaaa, that… blaaa, Manager’s Response Let’s reconnect…
- 35. Anger Acknowledge… Manager’s Response
- 37. Difficult: First Conversation Employee “Well, people Response around here should lighten up a little. I can’t help it if I she has no sense of humor, etc.” 10 15 20
- 38. Difficult: First Conversation 1 We’ve been talking for … Manager’s Response 2 This is important… 3 Let’s reconnect…
- 39. Difficult: Numerous Conversations HR Contact has 1 I’ve outlined exactly… been involved 2 If you choose not to… Manager’s Response 3 This will lead us to talking about…
- 40. Resources Employee Performance Solutions Article Will be posted on The Voice with webinar recording.
- 41. Thank You Jamie Resker Employee Performance Solutions jamie@employeeperformancesolutions.com 781-752-5716
- 42. Find listings for our current season of webinars and register at: NonprofitWebinars.com A Service Of: Sponsored by:
Notas del editor
- Ask: “At what stage do you believe most managers first intervene?” Review the options:Just in time early stagesWhen a pattern has developedWhen the manager is ready to fire the person Standing vote (recommended)Conclusion: What are the chances that your own manager or this organization’s managers would be at the casual cup of coffee conversation spot?
- This model is modified from the Vanderbilt University Medical Center. Use it to think about when you need to intervene with your employees.”Say, “At the bottom of the pyramid, the majority of employees are performing and conducting themselves professionally. Next is the single incident situation where a casual cup of coffee conversation should happen as soon as possible; right away.Apparent Pattern: 2 – 4 times.Pattern Persists: Months and yearsNo Change: Ready to fire the person.
- Ask: “At what stage do you believe most managers first intervene?” Review the options:Just in time early stagesWhen a pattern has developedWhen the manager is ready to fire the person Standing vote (recommended)Conclusion: What are the chances that your own manager or this organization’s managers would be at the casual cup of coffee conversation spot?
- Show this photo of a group of 75 managers being asked when most managers first intervene; the photo of two represent the standing votes for the “casual cup of coffee conversation”. Conclude: It’s important to ask for feedback; let’s learn how.