Giving Feedback to Subordinates E-Book

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

Seitenzahl: 31

Veröffentlichungsjahr: 2011

Beschreibung

If you're a manager with people who report directly to you, it's important that you give them feedback on their behavior and performance. Most of your employees want to do a good job. Many are unaware of the impact of their behavior on their job performance, for good or bad. Feedback from you, their manager, can help them identify what they are doing well and build on those skills, correct problems, and develop new abilities that improve not just their personal lives but also the organization in which they and you work. This guidebook will tell when you should give feedback, how you should deliver it, and how to manage its results.

Leseprobe

Contents

Why Give Feedback to Subordinates?

When to Give Feedback to Subordinates

Give Feedback Frequently

Make Feedback Timely

Offer Feedback for Development

Use Feedback to Solve Performance Problems

How to Give Feedback to Subordinates

Be Specific

Keep It Simple

Keep Clear of Interpretations

How to Build the Feedback Relationship

Create Trust

Leverage Strengths

Balance Your Message

How to Structure the Feedback Session

How to Handle Feedback’s Emotional Impact

Take Into Account the Individual Situation

Recognize That People Process Information Differently

Factor in Health, Personal, and Family Problems

Draw on Your Subordinate’s Problem-solving Abilities

Practice Makes Permanent

Subordinate Feedback Checklist

Suggested Readings

Background

Key Point Summary

Lead Contributors

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 CONTRIBUTOR Raoul J. BuronDana McDonald-MannGUIDEBOOK ADVISORY GROUP Victoria A. GuthrieCynthia D. McCauleyRuss S. Moxley DIRECTOR OF PUBLICATIONS Martin Wilcox EDITOR Peter Scisco WRITER Janet Fox DESIGN AND LAYOUT Joanne Ferguson CONTRIBUTING ARTISTS Laura J. GibsonChrisWilson, 29 & Company

Copyright ©1999 Center for Creative Leadership.

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

CCL No. 430

ISBN-13: 978-1-882197-39-2

ISBN-10: 1-882197-39-9

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 in the course of more than thirty years of 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

If you’re a manager with people who report directly to you, it’s important that you give them feedback on their behavior and performance. Most of your employees want to do a good job. Many are unaware of the impact of their behavior on their job performance, for good or bad. Feedback from you, their manager, can help them identify what they are doing well and build on those skills, correct problems, and develop new abilities that improve not just their personal lives but also the organization in which they and you work. This guidebook will tell when you should give feedback, how you should deliver it, and how to manage its results.

Why Give Feedback to Subordinates?