10 Steps For Giving Negative Feedback And Getting Positive Results
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10 Steps For Giving Negative Feedback And Getting Positive Results
The challenge with giving negative feedback is getting the desired outcome to last. Giving opinions and advice is not for managers only. Team members often need to counsel each other in order to meet objectives. Co-workers often have to give downbeat information in an effort to obtain fairness.
By: Allie Casey
The challenge with giving negative feedback is getting the desired outcome to last. Giving opinions and advice is not for managers only. Team members often need to counsel each other in order to meet objectives. Co-workers often have to give downbeat information in an effort to obtain fairness.
By: Allie Casey
Here is the 10 step formula to take when giving negative feedback:
1. Examine your intentions. What end result would you like to see happen? Focus on the outcome rather than your emotions. If you are thinking revenge rather than results, be honest with yourself. Refrain from any discussion until you can shift from a negative to a neutral or positive frame of mind.
2. Understand the kind of feedback you are providing. Is it to find a solution to a disagreement? Is it direction? Or is it to express dissatisfaction? Asking yourself these questions and making the distinctions helps you keep focused on the response and behavior you are seeking.
3. Pick the right time and place. Tossing in your comments as an afterthought to a casual conversation is not going to yield the results you would like. Nor is blurting out your opinions in a crowded break room appropriate or shouting over a noisy background. Pick a place that is quiet and convenient for both parties.
4. Separate behavior from the personality. Assume the change will happen as a result of the conversation. Visualize the outcome and use the positive energy to keep the conversation on track.
5. Look to the future and forgive the past. You can not undo past behavior and dwelling on it serves no one. Use the "next time" approach to create a better atmosphere for change.
6. Know what you want. Be specific. Skirting an issue and hoping for a change is not a strategy. Be clear and communicate the outcome you are expecting.
7. Check for understanding. Don't assume your message has been heard and interpreted as you intended. Emotions tend to color the communication. Allow time for processing and ask for his or hers interpretation of what was heard.
8. Ask for interpretation of the desired behavior. Hearing your message is easy-actually comprehending, applying and assimilating the new behavior is hard. This is the step that is most often forgotten. What you are seeking is to have the other person thinking the same way you think. No easy task. Talk about the benefits of the change not just the features. Spend time uncovering fears and misunderstandings. Discuss roadblocks to incorporating the change into daily behavior. Allow an opportunity for application.
9. Discuss further action. What tools or resources might be needed to ensure the change can be carried out? Is a schedule needed or mentoring or further development required?
10. Stay involved. Acknowledge positive actions. Notice assimilation of the new thinking and behavior. It is no surprise that workers appreciate recognition-don't be stingy with words of encouragement and thanks.
1. Examine your intentions. What end result would you like to see happen? Focus on the outcome rather than your emotions. If you are thinking revenge rather than results, be honest with yourself. Refrain from any discussion until you can shift from a negative to a neutral or positive frame of mind.
2. Understand the kind of feedback you are providing. Is it to find a solution to a disagreement? Is it direction? Or is it to express dissatisfaction? Asking yourself these questions and making the distinctions helps you keep focused on the response and behavior you are seeking.
3. Pick the right time and place. Tossing in your comments as an afterthought to a casual conversation is not going to yield the results you would like. Nor is blurting out your opinions in a crowded break room appropriate or shouting over a noisy background. Pick a place that is quiet and convenient for both parties.
4. Separate behavior from the personality. Assume the change will happen as a result of the conversation. Visualize the outcome and use the positive energy to keep the conversation on track.
5. Look to the future and forgive the past. You can not undo past behavior and dwelling on it serves no one. Use the "next time" approach to create a better atmosphere for change.
6. Know what you want. Be specific. Skirting an issue and hoping for a change is not a strategy. Be clear and communicate the outcome you are expecting.
7. Check for understanding. Don't assume your message has been heard and interpreted as you intended. Emotions tend to color the communication. Allow time for processing and ask for his or hers interpretation of what was heard.
8. Ask for interpretation of the desired behavior. Hearing your message is easy-actually comprehending, applying and assimilating the new behavior is hard. This is the step that is most often forgotten. What you are seeking is to have the other person thinking the same way you think. No easy task. Talk about the benefits of the change not just the features. Spend time uncovering fears and misunderstandings. Discuss roadblocks to incorporating the change into daily behavior. Allow an opportunity for application.
9. Discuss further action. What tools or resources might be needed to ensure the change can be carried out? Is a schedule needed or mentoring or further development required?
10. Stay involved. Acknowledge positive actions. Notice assimilation of the new thinking and behavior. It is no surprise that workers appreciate recognition-don't be stingy with words of encouragement and thanks.
If you would like more tips and techniques on communicating and listening go to www.listeningskillssuccess.com and claim a FREE Listening Skills Assessment and report instantly. I'm guessing you'll find a few 'aha' moments while you're taking this short evaluation.
Allie Casey, workplace communications speaker, trainer, and coach helps business people decrease misunderstandings, increase confidence and be more productive. Let Allie bring fun, enthusiasm and experience to you next meeting. Contact Allie at www.alliecasey.com only if you want more cooperation and fewer headaches.
Allie Casey, workplace communications speaker, trainer, and coach helps business people decrease misunderstandings, increase confidence and be more productive. Let Allie bring fun, enthusiasm and experience to you next meeting. Contact Allie at www.alliecasey.com only if you want more cooperation and fewer headaches.
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