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.
If you're giving adjusting feedback, the fourth step plays a crucial role. The purpose of feedback is to encourage effective behavior. That means that feedback is NOT about what just happened, but rather about FUTURE behavior. (We hope we don't have to tell you that it's never been about punishment, or blame, or fault, or a lesson, or "education".)
But what do you do when you have some directs who stumble when you ask them to come up with more effective future behaviors (in step 4)? We've found that there are some situations where "What can you do differently?" can be good...but a different formulation can be even more effective.
We'll tell you how here, in our first cast of the third year and in Year One of Premium Content, at Manager Tools.
And, as always when we recur to a topic, we encourage you to re-listen to the Feedback casts. And, if you haven't listened to those casts, and/or aren't familiar with the Manager Tools Effective Feedback Model, this cast will be nearly impossible to understand . . . please learn about the Feedback Model first.
* - [Look for us to be revisiting ALL of the Management Trinity this year: One on Ones, and The Feedback Model, and Coaching, and the silent fourth lever, Delegation.]
This Cast Answers These Questions
- How can I enhance my feedback?
- How can I use DISC with feedback?
- Do I give feedback the same way every time?
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