webinar: careers workshop: giving and receiving …
TRANSCRIPT
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Webinar:
CAREERS WORKSHOP:
GIVING AND RECEIVING FEEDBACKSpeaker:
Christoph Lemke, Vice President Talent and Learning, SES Luxembourg
Thursday, 10 June 2021
17:30–19:00, CET
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Webinar: Order and Notes
• Introduction by Sheila Ohlund, CFA
• Please activate the camera function to actively take part in the presentation
• If you have any questions, please feel free to speak up anytime
or make active use of the chat function
• This session will not be recorded, the slides will be available
after the presentation
1. Be able to apply two simple formulas
for delivering feedback.
2. Change the way you think about the
purpose and value of feedback.
3. Increase self-awareness through
practicing feedback
Objectives for this session
Christoph LEMKE Learning & Talent professional
with 25 years of experience in industry, academia and consulting
Vice President Talent Management and Learning & Development at SES, a provider of reliable and secure satellite and ground communications solutions
Areas of expertise
Talent Management Communication skills / People skills / “Soft skills” Performance management Training process, planning and administrationKnowledge management and organizational learning Lean Six Sigma and project managementOrganizational development and change management High Potential programmes Executive development, management training, coaching, mentoring Training design & delivery and training of trainersHigh-performance culture and teams Learning metrics and evaluations, ROI Positive Psychology, Resilience and Growth Mindset E-learning, blended learning, gamification
Short Biography
As Vice President Talent Management and Learning & Development at SES here in Luxembourg, I ensure that SES employees all over the world haveeasy access to high-impact training and development tools, and have the opportunity to keep learning and make progress throughout their career.
Prior to joining SES in March 2013, I was 7 years with PriceWaterhouseCoopers Luxembourg, designing and organizing training seminars for PwCclients in Luxembourg on a wide variety of topics. Before that, I worked 6 years for Goodyear in Luxembourg as a Training Manager, responsibleamong other things for learning and change management in the European Research Center. However, my first full-time job was with a majorBusiness School in the Baltics, first as lecturer, then as head of the language department, and finally also as Head of Organizational Development. Somy work has always been about learning, teaching, and change - in very different settings, on a variety of topics, and with very different target groups.
I have had the chance to live and work in four different countries - Germany, the US, Estonia and Luxembourg – and enjoy the internationalenvironment that Luxembourg offers, both in terms of language mix and diversity of nationalities. On a volunteer basis, I am active as a boardmember for the CFA Society Luxembourg, promoting professional and ethical standards in the financial sector.
Education
1996-1998 Master of Business Administration (MBA)
Focus on Human Resources Management, Management techniques, Micro and Macro Economics
1989-1995 MA in Political Science, State Certificate in Public Education
MA thesis on leadership education in developing countries. Teacher certificate for public schools
[email protected]: +352 621 888 727born in 1967
Nationality : German
married, 2 children
Languages spoken:English, German, French, plus some Luxembourgish, Estonian and Spanish
1. On a scale of 1 to 10, how good are you at
giving feedback?
2. On a scale of 1 to 10, how good are you at
receiving feedback?
Who are you… self-assessment!
Feedback is the act of
providing information
that allows someone else
to change/improve/leverage
the way they are doing things.
My definition
Giving negative Feedback (Case 1)
○ One of your employees is difficult to reach by phone and
frequently makes mistakes (typos) in their documents.
○ Yesterday you tried twice to reach him/her, without
success, and they did not call back.
○ A document he/she submitted yesterday evening you
then had to rework and correct after office hours because
of a tight deadline.
○ Obviously, this employee is neither motivated nor
performing.
Quality feedback is essential
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1. Timely, specific feedback improves self awareness.
2. The objective of feedback is to influence behavior..
Giving negative feedback
DDescription • What happened.
• Objective, concrete observable
EEffect • Effect on me or others.
• Facts or emotions
SSolution What you suggest or expect
CConsequences
/Conclusion
• Future-oriented
• Positive consequences of the
desired behavior
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○ One of your employees refuses to help his/her
colleagues.
○ He/she never has time, it‘s not his/her job,
etcetera...
○ This morning he/she was asked for help by
another teammember on an urgent task but replied
it was „not their job“, cc‘ing you in the e-mail
○ You suspect that he/she also pushes others to
work less, and has an overall negative effect on
the mood and motivation of the group.
Giving negative Feedback (Case 2)
○This time, give feedback to your boss!
○You never get feedback from your boss
– unless something goes wrong.
○This is disappointing and demotivating.
○Give him/her some feedback on that.
Giving negative Feedback (Case 3)
• Don't criticize, condemn or complain.
• Talk in terms of the other person's interests.
• Let the other person save face.
• Use encouragement. Make the fault seem easy
to correct.
Dale Carnegie’s advice on giving negative feedback
Giving positive feedback: DEPF
• Description
• Objective
• ConcreteD
• Effect/Emotion
• Effect on me or others
• Reactions
E
• Praise/Thanks
• Appreciation
• PersonalP
• Future
• Continuation
• ConsistencyF17
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Your colleague has delivered an amazing
power point presentation at a major meeting
this morning.
Give them feedback using the DEPF formula.
(invent any missing details you need)
Giving positive Feedback (Case 4)
○ One of your colleagues is
providing a lot of support to
others in the team...
○ Give some positive feedback,
using the DEPF formula !
Giving positive Feedback (Case 5)
One size fits all?
DESC and DEPF are for specific
situations…
When do you think they are not
applicable?
Ladder of Inference
Act
Judge
Assume
Observe
Challenge your
judgment Judgmental
Adopt beliefs and
draw conclusions
Assumptions
we make
What we actually
see
–
–
–
–
GROW Model
G GoalThe Goal is the end point, where the client wants to
be. The goal has to be defined in such a way that it is
very clear to the client when they have achieved it.
R RealityThe Current Reality is where the client is now. What
are the issues, the challenges, how far are they away
from their goal?
O
Obstacles
There will be Obstacles stopping the client getting
from where they are now to where they want to go. If
there were no Obstacles the client would already
have reached their goal.
OptionsOnce Obstacles have been identified, the client
needs to find ways of dealing with them if they are to
make progress. These are the Options.
W Way ForwardThe Options then need to be converted into action
steps which will take the client to their goal. These
are the Way Forward.
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