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Critical feedback sessions will occur when you as a manager are using feedback control to address performance issues.

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One of the more critical feedback sessions will occur when you, as a manager, are using feedback control to address performance issues. Steps in Practicing the Skill 1. Schedule the feedback session in advance and be prepared. One of the biggest mistakes you can make is to treat feedback control lightly. Simply calling in an employee and giving feedback that’s not well organized serves little purpose for you and your employee. For feedback to be effective, you must plan ahead. Identify the issues you wish to address and cite specific examples to reinforce what you are saying. Furth...

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One of the more critical feedback sessions will occur when you, as a manager, are using feedback control to address performance issues. Steps in Practicing the Skill 1. Schedule the feedback session in advance and be prepared. One of the biggest mistakes you can make is to treat feedback control lightly. Simply calling in an employee and giving feedback that’s not well organized serves little purpose for you and your employee. For feedback to be effective, you must plan ahead. Identify the issues you wish to address and cite specific examples to reinforce what you are saying. Furthermore, set aside the time for the meeting with the employee. Make sure what you do is done in private and can be completed without interruptions. That may mean closing your office door (if you have one), not taking phone calls, and the like. 2. Put the employee at ease. Regardless of how you feel about the feedback, you must create a supportive climate for the employee. Recognize that giving and getting this feedback can be an emotional event even when the feedback is positive. By putting your employee at ease, you begin to establish a supportive environment in which understanding can take place. 3. Make sure the employee knows the purpose of this feedback session. What is the purpose of the meeting? That’s something any employee will be wondering. Clarifying what you are going to do sets the appropriate stage for what is to come. 4. Focus on specific rather than general work behaviors. Feedback should be specific rather than general. General statements are vague and provide little useful information—especially if you are attempting to correct a problem. 5. Keep comments impersonal and job-related. Feedback should be descriptive rather than judgmental or evaluative, especially when you are giving negative feedback. No matter how upset you are, keep the feedback job-related and never criticize someone personally because of an inappropriate action. You’re correcting job-related behavior, not the person. 6. Support feedback with hard data. Tell your employee how you came to your conclusion on his or her performance. Hard data help your employees to identify with specific behaviors. Identify the “things” that were done correctly and provide a detailed critique. And if you need to criticize, state the basis of your conclusion that a good job was not completed. 7. Direct the negative feedback toward work-related behavior that the employee controls. Negative feedback should be directed toward work-related behavior that the employee can do something about. Indicate what he or she can do to improve the situation. This practice helps take the sting out of the criticism and offers guidance to an individual who understands the problem but doesn’t know how to resolve it. 8. Let the employee speak. Get the employee’s perceptions of what you are saying, especially if you are addressing a problem. Of course, you’re not looking for excuses, but you need to be empathetic to the employee. Get his or her side. Maybe something has contributed to the issue. Letting the employee speak involves your employee and just might provide information you were unaware of. 9. Ensure that the employee has a clear and full understanding of the feedback. Feedback must be concise and complete enough so that your employee clearly and fully understands what you have said. Consistent with active listening techniques, have your employee rephrase the content of your feedback to check whether it fully captures your meaning. 10. Detail a future plan of action. Performing doesn’t stop simply because feedback occurred. Good performance must be reinforced and new performance goals set. However, when performance deficiencies are the issue, time must be devoted to helping your employee develop a detailed, step-by-step plan to correct the situation. This plan includes what has to be done and when and how you will monitor the activities. Offer whatever assistance you can to help the employee, but make it clear that it is the employee, not you, who has to make the corrections. Practicing the Skill Think of a skill you would like to acquire or improve, or a habit you would like to break. Perhaps you would like to learn a foreign language, start exercising, quit smoking, ski better, or spend less. For the purpose of this exercise, assume you have three months to make a start on your project and all the necessary funds. Draft a plan of action that outlines what you need to do, when you need to do it, and how you will know that you have successfully completed each step of your plan. Be realistic, but don’t set your sights too low either. Review your plan. What outside help or resources will you require? How will you get them? Add these to your plan. Could someone else follow the steps you’ve outlined to achieve the goal you set? What modifications would you have to make, if any?

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In a three months’ time learning a foreign language, say German would be a good idea. The required funds for this project are already available. The first step would be to search for the available institutes which can help in learning German. After selecting a few best ones available, visiting the institutes to assess the course and other details like fees structure, duration, modules, etc. would be necessary.

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