Receiving feedback and good communication were rated in the top 5 factors found to positively influence employees!

(Source: ILM)

Here’s a presentation delivered to the members of the Australiasian Legal Practice Managers Association:

 

While organisations implement a range of performance appraisal processes designed to boost engagement and improve the performance of individual employees in order to increase or improve their contribution to the organisation, there are common themes that emerge that impact the success of the process.

In working with thousands of managers through executive coaching, mentoring and training I have found, for the manager and also the employee, they are frustrated with not knowing why they have to participate when so much about the process is unclear.

Feedback is often called painful, a waste of time, insulting and ineffective. It is often avoided because its execution is challenging which means its impact is disengaging and so its value is unknown.

When employees drag themselves into the performance review meeting they often dread what’s ahead of them for the next 10 minutes to one hour. Many employees have shared with me that they don’t bother thinking anymore as there’s no money, time or inclination to support ideas, development or career progress. Technical employees and specialists are handed generic, admin-oreinted, performance forms that don’t make sense for the role they perform.

Managers don’t enjoy the experience either, often equating the performance conversation as:

  • like pulling blood from a stone.
  • unable to re-engage a ‘resigned’ employee.
  • a struggle to connect with a ‘compliment: go along-to get along’ employee.
  • virtually impossible to get the ‘teflon’ employee to take responsibility.

The pain is reinforced by not knowing how to structure the conversation to increase the employee’s engagement.

 

Feedback is all about:

  • change;
  • development;
  • hearing from the employee how they think they are going and what excites them, challenges them; and
  • how the manager views the employee’s performance, with a view to tapping into tools and skills (coaching, mentoring, training) to help the employee continue to be a productive contributor to the work, team and business.

There are three key components to making performance appraisals cost effective, productive and engaging, the:

  1. process,
  2. feedback conversation, and
  3. the development conversation.

 

The notion of dropping the performance review process is not new, however when organisations have dropped their formal process for a more fluid or informal one, it can cause concern for employees who no longer receive feedback and are unsure how they can seek out development and managers who are left without the knowledge, skills and confidence to have ‘in the moment’ feedback conversations.

Flipped Feedback™ provides your leaders with the skills, knowledge and confidence to give and receive feedback that increase performance, motivates and engages their team.

 

Click the image to read the Flipped Feedback Whitepaper:

 

 

Successful Feedback: 1 day workshop

Click to read the brochure: Flipped Feedback 1 day Workshop

 

“Prior to having EECC in my toolkit, I found it difficult to know where to begin when having challenging conversations with colleagues. More often than not, these conversations were not effective because I would discuss things that weren’t relevant or useful in working towards a solution. The EECC formula was effective for me as it provided me with simple, repeatable and realistic framework that I have found easy to apply in my work setting.” Carly Hislop, Team Leader, Townsville Hospital & Health Service

 

“I loved reading Sally’s book ‘Successful Feedback’ as it was short, informative and straight to the point.  Sally’s EECC feedback formula is an amazing guideline on how you can give positive and corrective feedback, while also encouraging the person on the other end to contribute in the discussion on how they can perform better. After reading the book, I tried using EECC when I had to address my colleague of a problem that started reoccurring often. My colleague took the whole thing well and even commented on how he will take more care when doing that certain task. I found it so effective that I still use it today whenever I can.” TraMi Huvnh, Scientific Officer, Austech Medical Laboratories

 

 

 

 

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