Feedback in Performance Reviews E-Book

E. Wayne Hart

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Serie: J-B CCL (Center for Creative Leadership)
• Sprache: Englisch

Seitenzahl: 36

Veröffentlichungsjahr: 2012

Beschreibung

Performance reviews vary from one organization to the next. This guidebook will help you understand how to use feedback in whatever performance review context you find yourself. It explains three feedback principles and four different types of feedback. It will help you understand when to use the different types of feedback and how to frame a complete feedback message, making it more likely that your feedback will be well received. The rest is practice.

Leseprobe

Contents

Feedback Gone Awry

Reviewing Performance Reviews

The Role of Feedback in a Review

How It’s Done

Feedback Principles

Feedback Types

A Closer Look at Authoritative Feedback

Directive Feedback

Contingency Feedback

Attribution Feedback

A Closer Look at Impact Feedback

Fitting Impact Terms to the Receiver

Comparing Authoritative and Impact Feedback

When to Use Authoritative and Impact Feedback

Framework for a Feedback Message

Intent

Situation

Behavior

Feedback Follow-Up

Suggested Readings

Background

Key Point Summary

Lead Contributor

Ideas Into Action Guidebooks

Aimed at managers and executives who are concerned with their own and others’ development, each guidebook in this series gives specific advice on how to complete a developmental task or solve a leadership problem.

LEAD CONTRIBUTORE. Wayne HartCONTRIBUTORSJohn Fleenor Pete Hammett Bertrand Sereno Stephanie Trovas Jim WilsonDIRECTOR OF ASSESSMENTS, TOOLS, AND PUBLICATIONSSylvester TaylorMANAGER, PUBLICATION DEVELOPMENTPeter SciscoEDITORStephen RushEDITORKaren LewisDESIGN AND LAYOUTJoanne FergusonCONTRIBUTING ARTISTSLaura J. Gibson Chris Wilson, 29 & Company

Copyright ©2011 Center for Creative Leadership.

All Rights Reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.

CCL No. 450

ISBN No. 978-1-60491-115-2

Center for Creative Leadership

Post Office Box 26300

Greensboro, North Carolina 27438-6300

336-288-7210

www.ccl.org/publications

pfeiffer.com/go/cclguidebooks

The Ideas Into Action Guidebook Series

This series of guidebooks draws on the practical knowledge that the Center for Creative Leadership (CCL®) has generated, since its inception in 1970, through its research and educational activity conducted in partnership with hundreds of thousands of managers and executives. Much of this knowledge is shared—in a way that is distinct from the typical university department, professional association, or consultancy. CCL is not simply a collection of individual experts, although the individual credentials of its staff are impressive; rather it is a community, with its members holding certain principles in common and working together to understand and generate practical responses to today’s leadership and organizational challenges.

The purpose of the series is to provide managers with specific advice on how to complete a developmental task or solve a leadership challenge. In doing that, the series carries out CCL’s mission to advance the understanding, practice, and development of leadership for the benefit of society worldwide. We think you will find the Ideas Into Action Guidebooks an important addition to your leadership toolkit.

Executive Brief

Effective feedback is one of the most important components of successful performance reviews. Feedback is assessment data that either supports continuing to perform in some manner or targets a desirable change. This guidebook will help you provide performance review feedback that will be well received. It explains three feedback principles and four different types of feedback. Each of these four types is effective when used at the right time and for the right reasons, and they can be used in combination. This guidebook will help you understand when to use the different types of feedback and how to frame a complete feedback message. The rest is practice.

Feedback Gone Awry

Brenda was an enthusiastic, bright, and talented computer technician. Her manager, Ethan, saw a great future for her at the Community Health Center, where she supported medical staff in the Women’s Health Department. Despite Brenda’s track record of quickly solving system user problems, there had been complaints about her “brash” attitude. Her internal customers felt belittled by her use of phrases like “user error,” “what’s your problem?” and “why didn’t you…?”

At their annual performance review, Ethan coached Brenda with a little feedback on how to better word things. “Instead of ‘user error,’ try saying, ‘entry glitch.’”

“I don’t see why I should have to mince words,” she protested. “They don’t listen to me anyway. They don’t want to learn anything—they just want a quick fix.”