In this cast, we complete our 2-part series on the Starter Feedback Model, an EVEN SIMPLER method for delivering feedback.
This cast describes an EVEN SIMPLER method for delivering feedback to help those managers who are struggling to implement it.
Many of our members have asked for video, and we've finally gotten off to a bit of a start. Recently Mike and Mark got together and recorded a series of feedback examples that we'll be releasing soon. We also shot Mark walking through all of the steps of the Feedback Model. Because it's about 13 minutes long, we've broken it up into 5 parts.
If you'd like to watch Mark describe the Feedback Model on video, you can find it here.
This cast describes how to give feedback about your employees' attire.
Mark once was asked to adjudicate a discussion between two managers (one new, one experienced). The issue? "Should a manager give feedback about the clothes an employee is wearing?"
Mark sided with the manager who said no, you shouldnâ€™t.
If you're surprised, listen in!
I was asked the other day by a manager who believed that we were stone dead wrong about feedback ["I could never tell my people their mistakes. it's unprofessional!" Amazing. - H] what the history of the WORD was. It ended up being a funny story, but it's instructive too.
I told him I got that question a lot [for the wrong reasons, but whatever.] I told him that "feedback" started in the early 20th century, with the advent of microphones.
This show describes The Feedback Model's inclusion in the Management Trinity.
We continue here our recent theme of revisiting the high level rationale and actions involved in the Management Trinity. In our discussion of feedback, we talk about the basics, of course: What the Feedback Model gives the effective manager, and how the effective manager actually puts it into action.
This theme came out of many conversations we have had with managers about the value they were getting from our high level discussion of the Trinity at both Effective Manager Conferences and at onsite corporate client work.
We're careful to make every cast actionable. This one IS. We make a specific recommendation regarding feedback delivery you don't want to miss.
In this cast, we share what do effective managers do when a direct disagrees with the feedback you give them.
As much as many of the managers in our community love how much more effective our tools (particularly the Trinity) make them, it does seem that every once in a while, something goes awry in perfect-manager-land. A meeting still gets hijacked (even with a parking lot!), a struggling direct still fails (even with late stage coaching).
This cast discusses a modification to the 4th step of the Feedback Model.
We thought we'd kick off our third year of casts with an update* to the most frequently-used Manager Tool of them all: The Feedback Model.
In this cast, we START to describe how to respond to feedback AFTER you've received it, specifically: FEEDBACK NOT IN THE MODEL.
For our classic April Fools cast, we talked about how to receive feedback, but only partly. We discussed the Physical, Facial and Verbal responses to someone asking, "May I give you some feedback?"
But obviously, you're going to get a lot of inputs regarding your performance. Some of it WILL come in the form of the feedback model, and in an upcoming cast, we'll talk about how to continue your response under those conditions.
But, not all of it will come in the form of the feedback model. What do you do when someone gives you input on your behavior? What's the right way to respond to praise? What's an effective way to talk about what you could have done better?
We'd bet you're getting the praise part wrong, anyway. ;-)
Have you ever wondered what your team REALLY thought of you? Have you ever wondered what they say about you to their spouses about you after one of their tough days? Have you wondered if other managers wondered this, or do they have their "stuff" so together that they don't worry about this like you do?
Oh, they worry. Trust us.
The thing is, if you ask around, some people (and more than some in HR) will recommend you "do a three-sixty!"
That's when you really SHOULD worry. 360-degree feedback is very powerful, and almost always inappropriate for managers as a way to learn how they're doing. (We spend some time talking about 360 in the cast, as background.)
This cast teaches you a basic, simple, easy, low investment, low (zero) cost, easily repeatable, hard to mess up, gets-better-when-you-repeat it every-once-in-awhile technique for beginning to learn how you're doing as a manager.