1

Performance DevelopmentEnhancing your personal toolkit to develop

performance as a team

2

Introductions & Housekeeping

Once You Have Been Given All Of The Relevant Information Today, How Will You Put It Into Practice?

3

Your Experience

Who Has Previous Experience In Giving Feedback?

Choosing Your Words!

Can Can’t

Will Won’t

Will Try

Positive Negative

5

What Is The Most

DANGEROUSPhrase In The English Language?

6

We’ve ALWAYS

done it this WAY

360°Feedback

PDR Process

10%

60%

20%

10%

Preparation

Deployment

Re-inforcement

Evaluation

9

Candid Feedback

• An informative, honest, balanced, valuable

review of a performance

• Communication aimed at positive change

Definition of Feedback

Used To Improve Performance

Focuses On Actions/ Behaviours

Specific With Detailed Examples

Encourages Solutions Or

Alternatives

Performance Improvement Plan

Agreed If Required

Candid Feedback ↔ Criticism

Used To Unload Negative

Feelings

Focuses On The Person

Vague Generalisations

Past Focused And Apportions

Blame

Words Without Evidence /

Examples

12

Aims

Explain why candid feedback is an integral part of managing performance effectively

Explain how to use key skills required for offering candid

feedback in a competent manner.

13

Is There A Reluctance To Offer

Feedback?

Think of a feedback situation which stands out in your mind – positive or developmental.

14

Feedback

15

16

Constructive Performance Feedback

Marginal

Performers

Solid

PerformersExceptional

Performers

17

Constructive Performance Feedback

Constructive

Corrective Developmental Reinforcing

Prescriptive Collaborative

Praise

18

LOUDLYBlameSOFTLY

19

Communication

Body Language

ToneWords

Sometimes it is the way inwhich the feedback is deliveredwhich is the problem, ratherthan the feedback itself.

Don’t agree

Why Can it be Difficult to Receive

Feedback?

Don’t want to changeKnocks confidence

Assumed always negative

Feeling you’ve failed

Indifference

Ego

Receiving Feedback

Be aware of the benefit

Listen

Clarify and check understanding

Request feedback

Wealth of experience

We are all always learning

Learn from the mistakes of others

Listening Skills &

Objectives

23

Listening Skills

but only ONE mouth,

because listening is twice as hard as

talking.”24

S.M.A.R.T Objectives

SMART

Specific

Measurable

AchievableRealistic

Timed

25

26

If You Don’t Know

Where You Are

Going

Feedback & Behaviour

27

Attitude

28

Winning Behaviours

29

Accountability &

Learning

30

"We are accountable for our decisions in our personal

life, so why shouldn't we be just as accountable in our

work life?"

31

32

Accountability Ladder

I make it happen

I seek solutions

I own it

I acknowledge

reality

I wait and hope

I make excuses

I blame and

complain

I’m unaware

Accountable Pro-Active Not Accountable Re-Active

33

Coaching v Mentoring

Coaching Mentoring

Your thoughts?

34

Approaches To Learning

Telling

Teaching

Mentoring

Coaching

Facilitation

Counselling

35

Learning Resource

3%

36

Learning Resource

3%

97%

Difficult Conversations

Monitor your reactions

Listen actively

Ask questions

Show empathy

Seek colleague’s views / ideas

Look for a “Win- Win” scenario

Agree to disagree37

38

We’d like your feedback?