Getting others to accept our feedback can prove challenging, especially when it’s critical. Managers often worry that their feedback may lead to hurt feelings or diminished productivity, so they resort to face-saving techniques like the “praise sandwich” that end up doing more harm than good.
This dynamic can change with a better message and a bolder mindset. Feeback should involve asking hero questions, diagnosing challenges, and shaping a path towards commitment. The following are some examples.
Hero Questions: ~ What have you learned about yourself from working on this project? ~ What strengths have you found most useful on this project? ~ Who have you recently helped, and what difference did it make in their work and yours?
Diagnose Challenges: ~ What outcome are you trying to achieve? ~ What is happening? Why do you think it’s happening? ~ What have you tried so far? How have you handled similar challenges in the past? ~ Have you tried to resolve this challenge? What happened as a result?
Shape the Path: ~ How do you think you’ll act on this? ~ What is holding you back from achieving your goals? ~ What would happen if you tried this? ~ How can I help you recreate the conditions of your success?
When we hear the word psychopath, a serial killer or mob boss may immediately come to mind. However, many psychopaths do not commit heinous crimes or exhibit criminal behavior. Here are 4 indications of a psychopath at work.
1. They appear to be responsible, charismatic, friendly, and a hard worker. They have an impressive resume and can talk whatever talk is needed to get the job, excel at the job, and get promoted.
2. They appear to work well within a team environment, but often take advantage of their peers. Their work is frequently at the expense of others and not a result of their efforts. Back-stabbing, gossip, and manipulation are common tactics used to undermine authority, gain dominance, and eliminate competition.
3. They want to gain power and control with the least amount of effort. They present their better side to superiors to gain trust and confidence. They have a magnetic personality, and they can quickly transform themselves to fit into any environment.
4. They present a darker side to their peers. They are often caught stealing new ideas, destabilizing the team atmosphere, and refusing to complete assignments. If someone complains, they’ll become defensive and lash out, sometimes causing that person to get fired.
Coaching is just as essential in the workplace as it is on the field or court. A coach’s job is to encourage, support, and motivate – to bring out the best in their players. And the only way to do that is by providing frequent, in-the-moment performance feedback.
Effective coaching has to be a well-thought-out process and adapted to the skill level of the employee.
Novices are in the “telling” stage of learning. They need a lot of instruction and constructive correction. Be mindful of micro-managing.
Doers haven’t yet mastered the job. There’s still a lot of “tell” coaching going on. Encourage new #behaviors and praise Doers for good results.
Performers carry their full share of the load and they’re doing the task the way it should be done. Much less “tell” coaching. Feedback focused on recognizing good results and points for improvement.
Masters accomplish tasks to standards efficiently and effectively. They have a deep understanding of what should be done that they can train/coach others on the task.
Experts don’t need a lot of direction – they’re highly self-sufficient. They can provide direction to others.