Transcript Leadership and Communication

Effectively Giving
Performance
Feedback
Rex Gatto
Gatto Associates, LLC
750 Washington Road
Pittsburgh PA 15228
412-344-2277
rexgatto.com
References
This presentation is based on the books:
Smart Manager FAQ
by Rex Gatto
21 Indisputable Qualities of a Leader
by John Maxwell
Mentoring Process for CPA/CAs
By Rex Gatto
Overview
• Defining Feedback
• Feedback and Development
• How motivation plays a part in Leading
• Motivational Strategy
• Identifying Motivational Factors
Intro to Feedback
• Feedback: comments in the form of
opinions or insights about a person’s present
way of acting or responding to something,
intended to provide useful information for
future behavior, response, decision making
and or self development.
Jack Welch
• "When people make mistakes, the last
thing they need is discipline”.
• " Restoring self-confidence and
encouragement is more effective than
discipline to prevent more serious events
resulting from a mistake”
Six Types of Feedback
1. Evaluative: judgment about the person (worth or
goodness; negative)
2.
Interpretive: paraphrasing back what was said or
done (what you think was said)
3. Supportive: supporting the other person in some
way ( your did a great job!)
4. Developmental: helping the person change a
behavior
5. Probing: Asking questions to find details (Listening)
6. Understanding: what was said and the intention
Six Types of Feedback
What type of feedback are generally utilized in your firm?
Why is feedback given?
Feedback and Purpose
1. Timing: giving immediate or timely feedback while the person is
mindful of the situation
2. Amount: Do not try to fix everything, usable and applicable
(what the person can use don’t overwhelm “just enough”)
3. How: delivery written (review notes), verbal, email, text message
4. Individually/Group: specifics on work and enhancement individually, if it is a good job and benefit the group – example
5. Focus: specifics on: - task (errors), action (behavior), technology
6. Align to Goal: compare action taken to goal achievement
7. Expectations: discuss actions the person should take
Job-related Feedback
Four Stages of
Feedback
S
A
R
A
People do not have to go through all 4 stages
Coaching-Feedback
To create consistency within the firm, people
should have a clear understanding as to the
motivational, behavioral actions they will take and
what level of performance is needed.
Behaviors are discussed (debrief): highlights,
strengths, and areas for development.
Candid Feedback
Feed Forward
The coaching process creates a
mechanism for candid feedback that
can support leadership, followership
and teamwork, effectiveness and level
of skill needed to accomplish
individual, department/niche and
firm goals
Behavior Patterns
Implementing the feed-forward process for people is most
effective in establishing the behavior patterns needed to sustain
your firm now and in the future.
The feedback process creates your firm’s culture.
Common Language
Creates a common language for
development by identifying the level of
functional performance
Identifying the
right actions and
enhancement areas
Creates firm consistency through a
process that supports development.
Feedback Mistakes
Only when things go wrong
Drive by praise (in passing)
Below expectations
Long after the fact
Not me – the boss/partner said
Email feedback
Corrective feedback in public/No suggestions
No Follow up
No regular feedback meetings
Feedback Tips
Be proactive and accessible
Be Specific and clear
Develop a Progress Plan
Link performance to organizational goals
Discussion on implementation
Feedback
A process,
involving staff and
firm leaders that
supports
individual growth,
which leads to
firm growth.
Feedback Biases
•
Central Tendency - all the same
•
Contrast - comparing to each other
•
Cultural noise - tell you what you want to hear
•
First Impression - like or dislike
•
Gut Feeling – intuition
•
Halo - like one characteristic
•
Harsh - dislike one characteristic
•
Knowledge-of-predictor - high low score on assessment test
•
Leniency - easy going
•
Negative emphasis – negatives outweigh positives
•
Nonverbal - body language
FOCUS
Focus on key issues
Offer opportunities for development
Create care and empathy
Understand and have unconditional acceptance
Support strengths
Establishing the Mentoring
Environment
Environment cannot be thought of as simply the place
where meetings occur. Instead, the mentoring
environment includes behaviors, attitudes, ground rules,
styles of input, support and feedback, and motivational
development.
Establishing the Mentoring
Environment
Climate
It is essential for you to create a warm and
supportive environment
Input
Each of the mentees will receive feedback
of some type identifying strengths and
opportunities for development.
Establishing the Mentoring
Environment
Support
You need to be a supportive sounding
board. Don’t “tell” … listen. Your job is to
pull out, not push in ideas.
Feedback – Feed Forward
You need to work with the end in mind,
knowing what the developmental goals of
the mentees are. .
What Motivated YOU when
As a new employee?
As a seasoned employee?
Motivates employees NOW?
Motivates your peers?
Performance = Ability
X
Effort
Catch people doing something right
Opportunity for development
Support growth
Strengthen the person’s style
Listen – to their point of view
Realistic
Support achievement
Challenge
(Ken Blanchard) (Dale Carnegie)
Performance = Ability
#2
Meet Responsibilities
WIIFM
Involvement
Self Esteem
Take risks
Honest relationship
Recognition
Commitment
X
Effort
Motivation Through
Performance Appraisal
Phase I - Set the ground rules
Phase II - Give feedback
Phase III - Identify strengths &
opportunities for development
Conclusion - Ask for agreed-upon-goals;
ask how the person feels
Rewards
What is rewarded and recognized, people
will move toward and become!
Why Working Associates Are
Motivated
Trust & Respect
Important Job
Deserved Praise
Support
The behaviors rewarded today are the very behaviors that
associates will develop for tomorrow
How to Give Praise
and Reprimand
• State the issues
• Identify and focus on
facts
• Discuss results
• Focus on individual
employee only
• Listen without rebuttal
Why Praise and
Reprimand
• Why do you Praise?
• Why do you Reprimand?
Motivation
• Opportunity + desire +
ability
• Identify what you want
to accomplish
• Be realistic
• Identify your bias
• Give yourself and
others recognition
• Act
• Have courage
• Communicate on the level
of the listener
• Answer what is in it for
you
• Identify the trade-offs
Oars
O
A
R
S
Development of Present and
Future Leaders
Feedback as a developmental process to
support individual growth.
What are you doing right:
catch them doing it
tell them and
reward them for doing it
Leadership Styles
that Motivate
Utilizing the
appropriate style
and level of
leadership
motivates and
encourages the
followers.
Self Development Feedback
Work with the end in mind.
Listen first—collect
information—then respond
(talk second).
Ask the right questions; don’t
give answers.
Be a multiple service provider.
Be flexible.
Challenge your own thoughts.
Self Development #2
Self-worth is not based on what you
do.
Learn to effectively deal with
uncertainty.
Maintain a sense of humor.
Enjoy change.
Look for alternatives rather than a
single solution.
Leaders know when to follow and
let go.
Rewards and
Motivators
Is the Reward Process:
Equitable and fair; does it reward what you want
people to continue to do by way of performance,
attitude, communication, and client relationship?
Able to identify the performance level and
quality of the work you want people in the future
to strive to attain?
Going to be presented in such a way as to
motivate all employees, pointing out the
appropriate people for their contributions?
Rewards and
Motivators #2
Is the Reward Process:
Going to lead the partners/managers/staff
to rely on one another and build a team or
departmental approach you want to
reinforce as a firm?
Going to reward successful or appropriate
behavior and performance with the client?
Motivational
Development
Key to firm success is
to ensure people are in a
growth and developmental process
Focus is on skills, behaviors and needed
technical knowledge
There is demonstrated and measurable growth
each year
Outcomes
What are the outcomes
for the firm if partners
and managers give
effective Feedback?
Summary
Challenge yourself
To be the BEST VERSION of a leader
that you can
Are you the best version of YOU?