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Effective Managerial Feedback
Objective feedback:
Not an opportunity to criticize
Not supposed to fix other person
Shouldn’t focus on personality analysis
Focus on concrete objective behaviors and impact of behaviors on others (constructive, deliberate)
Why focus on behaviors?
Specific and actionable
Specific, objective, less personal
Personality comments (you’re a coward) is:
personal/sensitive
presumptive
uncontrollable/thus not actionable
Makes people defensive/vulnerable
Practice the Content
Observe concrete behavior
Impact behavior has
On whom?
5-Steps Feedback Process
Formulate ~ Practice (rehearse/anticipate) ~ Deliver ~ Inquire (test understanding/find root cause) ~ Coach
Critical Feedback (3-Cs Framework)
Complain ~ Criticism ~ Contempt
Complain (constructive feedback)
About specific situation
Focuses on behavior
Criticism
Global (you always, you never)
Places blame or passes judgment
Attacks person
Contempt
Adds insult to criticism/injury
Escalators
“You are dumb”
Emotional/Affective (feedback)
Don’t want to deliver bad news/hurt others
Emotional contagion
Fear of conflict/stress
Diffuse Physiological Arousal (DPA)
Fight/flight/freeze (sweating, heart rate, muscle tension)
Why giving feedback is difficult?
Social aspects (relational cost, need for social approval)
Political aspects (not my headache, organizational culture)
How it will affect my interests
Personal/Cognitive aspects (lack of skills, training)
Easy going nature (agreeableness)
Fair and just?
Know enough to rate?
Do I remember?
Fundamental attribution error
Feedback Process Model
Observe concrete behavior ~ Impact ~ Whom
What are the three elements of effective feedback content?
Specific behaviors, impact, and on whom
"Your typical carelessness has jeopardized this project.” What form of feedback is this?
Criticism
Why are you so damn careless? SERIOUSLY!!! You should not be allowed to work on anything that needs more than a double-digit IQ.” What form of feedback is this?
Contempt
We discussed five steps of the effective feedback process model. In the coaching phase a manager asks questions from the employee, to find the causes of the problematic behavior. True or False?
False
In the instructor video for Managing Feedback, what advice did I provide to managers for situations where an employee starts experiencing emotional flooding during feedback meeting?
Stop the meeting, take a break and reconvene at a later time.
As a manager you are hesitant to provide negative feedback because you believe it will negatively influence your interests in the company. This is what type of a difficulty factor?
Political
Persons with a low self-esteem do not respond very well to negative feedback. This is what type of a difficulty factor?
Personal
Which of the following is a primary focus of the 'Antecedents and Information' category in the PDC?
Assessing the clarity and availability of instructions to employees.
A supervisor monitoring an employee's performance is related to the consequences of a job in PDC. True or False?
True
According to research by Ehrlich et al. (2020), training employees on receiving feedback can improve task performance by:
10-30%
When receiving vague feedback, it is recommended to:
Ask for clarification with specific questions
Feedback Orientation is a personality trait that affects how often individuals seek feedback. True or False?
True
Research shows that receiving feedback has no bearing on receiver's future job performance. True or False?
False
As an employee, you should always accept the feedback at the decision stage. True or False?
False
Diffuse Physiological Arousal (DPA)
By providing objective/constructive feedback, minimize defensive reactions
Emotional flooding may lead to reception of feedback/conflict
Take a pause/postpone meeting
Can last 30 min to over day
Feedback
Should be regular ~ schedule, prepare, conduct
Annual performance feedback
well prepared ~ focus on way forward ~ listen carefully
ABC of Behavior
Antecedents (happens before behavior, instructions, prompts, motivations)
Behaviors (respondent vs operant)
Consequences (rewards, punishments)
Respondent behaviors
Sweating, heartbeat, blinking when dust in eye
Operant behaviors
learned/shaped by past consequences ~ behaviors of interest for managers
Consequences
Personality doesn’t shape behavior ~ intrinsic motivation is actually intrinsic reinforcement/consequence ~ more immediate the consequence, stronger effects on future behavior ~ rules and values can affect adult behaviors (maintains behaviors despite delayed consequences
Rule governed behavior
carryout as per rules
Observational learning
learn these behaviors by watching others
Performance Diagnostic Checklist
Identify causes of performance problems ~ effective solutions
Four Components of PDC
Antecedents/Information (employee have clear instruction)
Equipment/Processes (Physical/system barriers preventing success)
Knowledge/skills (know how to do task)
Consequences/motivation (rewards/consequences shaping behavior)
What percent does receiving feedback give in task performance?
10-30% (R. Ehrlich)
What influences feedback seeking/accepting feedback?
Organization’s learning
Preparation (feedback skill)
come to meeting prepared (notepad)
Attentive (feedback skill)
focus on conversation and don’t get distracted
Appreciative statement (feedback skill)
thank others, even if you disagree
Active listening (feedback skill)
Repeat back information they received
Ask follow-up questions (feedback skill)
if feedback is vague, ask specific questions
Acknowledge mistakes (feedback skill)
when objective behavior-specific information shows room for improvement
Overall attitude/demeanor (feedback skill)
speak in friendly tone, smile, nod
Commit to behavior change (feedback skill)
express commitment to change, strong consideration to feedback
Stages of Receiving Feedback
Feedback as input of information
Processing buffer zone (don’t immediately reject/accept, accept/evaluate)
Decision (accept feedback that is objective and data-driven)
