How to GIVE FEEDBACK on POOR performance as A MANAGER

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http://theundercoverrecruiter.com/give-feedback-poor-performance/

Is constructive criticism the same as feedback? I don ' t think so–but others may beg to differ.

I avoid using the word criticism as much as I can (except in a technical ' literary criticsm ' ") as it always feels as if It is negative. It is judgemental in its essence and unpleasant. Most people feel attacked by it, even if it's well meant or ' for their own good '. The key difference is this feedback talks about the consequences and the criticism focuses on the action or even worse on The person. One judges and the other informs. Both can is difficult to hear and feedback gives people the opportunity to grow.

By:daniel Lobo

One of the really challenging things about being a manager was managing performance when it was poor. Telling someone that they be inadequate or failing is a delicate and difficult task for a number of REASONS:UPSETTING&NB Sp;–most of US don ' t want to upset anyone else and it's really hard to give such news without upsetting someone. Arguments –not only does people get upset they may also get defensive or aggressive or fight back. So there are a risk that they would start having a go at you. Enemies –the person could take against the person who had criticised them and see you henceforth as ' the enemy '. Catastrophiser –the person on the receiving end May is a ' catastrophiser ' and take it so much to heart this they may Think they is useless at everything ... It may not be work –even if the actual conversation goes well the WHO may not be change what they does, so this high risk Activity has no delivered any results.

Hence criticism is often considered a "art", because it is delicate, difficult and poses some high level risks to the Relationship. The goal should is about changing the unwanted behaviour or bringing about a improvement in the PERFORMANCE AND&NBSP ;p reserving the relationship. Of course, there is people who actually enjoy criticising others and does it because of their own fragile self esteem (Beli Ttling others is a-building themselves up). Then, there is those whose power have gone to their heads and they hide their own sense of inadequacy behind the  ' I ' m In charge.. And can tell you '  behaviour. There is a few people around who has a personality disorder that means they like hurting others and inflicting pain but For most people it was a tough call. How can I be effective?

Think carefully about what feedback you want to give–is this behaviour something that's annoying to you or is there a r EAL problem being created by it? Focus on "What do you see" or hear happening, what are you having observed and or what are actually been told by someone See it. Don ' t rely on rumours or hearsay as that would move the firm ground from under your feet. Make sure you have evidence (such as names or dates) and you are tackle the person. If you had only seen it once (unless it is outrageous) then maybe ignore it? My rule of thumb is the need to see to hear it three times to being sure that it's a pattern. Think about where you speak to Them–never does it in front of others that would humiliate them and run the risk of giving them an audience. Always in Private–maybe even off site. Start with a positive. This is known as the Hamburger method:to sandwich the meat of the negative feedback between the positive comments. Give yourself some ' wiggle. BroacH the subject by saying ' What I feel ', ' What I am understand to being happening ... ' –that the It is less damning and if they can Refute the behaviour or the incident you has not gotten to a confrontation by being too firm. Describe What do you have seen and when you saw it.....tell them, what's not happening or what's not seeing. Don't use words like ' always ' never ' as it's unlikely that the person ' always ' does or does don't do, and once you H Ave Exaggerated the frequency, you destroy the credibility of your argument and put them on the offensive. Expect an aggressive reaction. The Ask if is true, the accurate reflection–always see what their perspective is. Explain the consequences of this sort of behaviour...for you, for their colleagues and for the organisation. Focus all of the time on the specific behaviour and isn't on the whole person–never say  ' you're ... '  as that's Atta cking their personality! Express your pleasure at Another aspect of their work. Ask for SpeciFIC new or different behaviours:  ' what I need you to do ... '  and explain the positive benefits of what this would m EAN for the organisation or their colleagues. If you can get the them to the commit to doing it, ask them what the support they need to put the this into practice. Set Some measures and a review date, that could be next week or even a month away depending on what's the change is.Conclusion:

You is not giving them the option of doing it or not–you need to being assertive as you has the right-to-ask this of them So ask clearly but express it in terms of what are need to see more of the, what's need them to do differently etc. Also, focus on the outcomes–you could need to accept a little negotiation around the margins but stick with your principle S.

Related:how would you score yourself as a Manager of people?