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First of all, thanks for your prompt responses and help with getting me registered, Michael, I really appreciate it.

I recently have gotten hit over the head with the simplicity and effectiveness that I believe can obtained by using the feedback model consistently. The problem I now face is, how do I begin to implement this ( and get others to use it as well ) without introducing culture shock on my team?

I would categorize my organization at being especially bad giving feedback. For example, most year end performance reviews lack specific behavioral examples and contain feedback that has never been given to the individual. I feel that most people will definitely raise eyebrows at such a direct approach.

Any tips on how to do this smoothly? Is that even an option?

bflynn's picture

[quote="cwcollin"]First of all, thanks for your prompt responses and help with getting me registered, Michael, I really appreciate it.

I recently have gotten hit over the head with the simplicity and effectiveness that I believe can obtained by using the feedback model consistently. The problem I now face is, how do I begin to implement this ( and get others to use it as well ) without introducing culture shock on my team?

I would categorize my organization at being especially bad giving feedback. For example, most year end performance reviews lack specific behavioral examples and contain feedback that has never been given to the individual. I feel that most people will definitely raise eyebrows at such a direct approach.

Any tips on how to do this smoothly? Is that even an option?[/quote]

How do you start - start with your directs. Take 5-10 minutes and explain to them what feedback is (and, if they ask, what it isn't). Tell them that it is just a structure like a staff meeting or a conference call - it is a professional way to communicate information.

Feedback is not criticism because criticism involves personal judgement of something bad. This isn't personal, its professional. Some (most?) people are going to be blown away by the idea that there is a non-personal way to give and receive feedback on their work. It will be a paradigm shift for them, so don't rush it.

Then you just start. If they're really skeptical or concerned, you might try giving only positive feedback for the first week. Get them to understand that feedback is nothing to be scared about - they're not in trouble. You know what - you're doing it. Feedback is the easy part.

Brian

Mark's picture
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Just start. Stop worrying about the culture, because you want it to change, and culture changes when behavior changes.

Start with positive feedback to your directs.

Just start. Do it a hundred times, and you're there.

Mark

xdarrah's picture

[i]I recently started using the feedback model at work. It's interesting where and how I use it because I only have one direct report. Since I am responsible for training and recruitment I'm starting to intruduce the feedback and coaching models. I have started the coaching model with the one person I've got and in 2 weeks she's improved her communication skills and can now knows the DISC model too. I've given her feedback as I have my peer and both of them love the clarity of it and it works. I've used it with managers in our organization and it, again, guess what, works! It's too simple not to. Thanks Mark and Mike for giving me some light at the end of the tunnel![/i]

Mark's picture
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The credit goes to you, the manager, for actually DOING, for changing your behavior. WELL DONE!!!

Mark

pneuhardt's picture

Being new to Manager Tools (but not to management) I have only recently begun using the Feedback Model recently as a formal tool, and I tried something that Mark alluded to in a previous post and found it worked well.

Make the first feedback you give affirming. I did that and I found that it made the delivery of adjusting feedback later much easier to give as well as much more readily received.

In my situation, I'm a new employee in a position (project manager) where I'm not giving feedback to direct reports but to team members that do not report to me. In fact, on one of my two current projects, 6 of the 8 team members are further up the corporate food chain than I am. And yet, I have managed to give them adjusting feedback and have it be well received. I believe the fact that I managed to give a little affirming feedback first helped smooth the way for the adjusting feedback later.

On the other hand, I used to believe in Santa Claus too. But in this case, I think I'm really on to something here.

Mark's picture
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Paul-

Well done!

And, I think I said give TEN instances of positive feedback before your first negative. Practice helps.

Mark

archuleta's picture

Mark,

I missed the part about giving 10 instances of affirming feedback before giving adjusting feedback.

I am using the model and getting more comfortable with it; but, I sometimes struggle with coming up with good "here's what happens..." items. You don't have a reference sheet of samples, do you?

Additionally, some of my reports are still having difficulty getting used to the model.

One individual in particular recently responded to some adjusting feedback in a defensive manner (raised voice, mocking/sarcastic tone) during our last 1-on-1.

Because I did not want to engage in the same unprofessional, "tit for tat" behavior and because I found the content of his feedback to be valid (regardless of the poor timing and delivery)... I accepted it, thanked him for his feedback, and let him know how I would change my behavior.

I have spent considerable time explaining the feedback model to reassure him that he is not in trouble simply because I give him feedback. During our next 1-on-1, I plan to give him feedback on how he receives feedback and his tone that I construed as disrespectful.

I do not want to "hold my breath" on this issue so I don't have the luxury of waiting for a recommendation; but, I would be interested to know if and how you (or any of the members) would have handled this situation.

Also, you (or Mike) stated that we should expect to be mocked and that if we couldn't handle it then we might not be "thick skinned" enough to be a manager... I can handle it; but, surely this doesn't fit into that category, does it? In other words, would you have let this person slide on the "mockery" and not given the second round of feedback?

Thank you for sharing your knowledge and experience with tools such as the feedback model. I for one have benefitted from your service and have referred countless people to your podcast. Keep it up!

Sincerely,

Mark

TomW's picture
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[quote="archuleta"]One individual in particular recently responded to some adjusting feedback in a defensive manner (raised voice, mocking/sarcastic tone) during our last 1-on-1.[/quote]

How was the feedback you gave him phrased? Is there any possibility the problem was partially in the feedback?

archuleta's picture

(Because I have recommended Manager-Tools to all of my reports, I have to exercise discretion and have purposefully left out the specifics.)

I followed the model. Can I give you some feedback? When you... Here's what happens... What can you do different?

He has expressed that he is not comfortable with the amount of feedback (once per day to two days) and the "mechanical" delivery. I explained that more is better and that it will take time for BOTH of us to become comfortable with giving and receiving feedback. As far as being mechanical, I tried to sell the benefit of having a manager that is predictable and consistent.

He also took issue with another feedback where my delivery was not perfect. In this instance, I gave him a suggestion before asking him what he could do differently and he felt that the suggestion was the obvious solution and questioned why I would even ask what he could do differently.

In today's one-on-one, I abandoned the feedback model in hopes of getting him to let down his defensive posture; but, let him know that I plan to continue using the feedback model. He even stated that different people respond to different things (I immediately thought DISC, but decided to save that for another day... plus, I'm not that good yet).

In the end we had a good discussion. He admitted to being sarcastic; but, that most people can tell when he's joking. I let him know that it wasn't readily apparent to me and that I would need some sort of visual cue until I get to know him better.

Mark

bflynn's picture

The Feedback Model is just a formalized way to point out issues that warrant reinforcement or adjustment. When you hear the words "Can I give you feedback," its like turning on the listening radar because what comes next is important.

If the focus is on the procedure, then the focus is in the wrong place. It should be on the content, not the delivery (result is more feedback). Asking what can be done differently is merely getting a commitment from the person to take responsibility for their own actions, even when that action seems obvious.

There could be delivery issues going on. I'm hearing that this person isn't liking the way you're communicating and is focused on the communications style, not the message (he is a high-I to your high-C perhaps? Does he care about you being predictable and consistent or is that something you value?). You might try using a different DISC style and see if that helps. There really are a lot of possibilities and its difficult to make great suggestions without knowing more.

By no means give up feedback! You do this for them, not for you. If you stopped, you would be failing them.

Brian

Mark's picture
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Archuleta-

I would have ignored the sarcasm the first time. In my head, it's JUST FEEDBACK.

Oh, I would have noticed, and would have paid attention in the future, but I would have given him a pass. He doesn't have a problem with the model... he has a problem with accountability and professionalism in an organizational context. My guess is that he doesn't like being managed...which is really an incredibly small minded concept except for Nobel Prize winners.

Stay calm, relax, stick with the model, ignore the sarcasm, and let it die slowly. If he keeps it up, give him feedback, politely, with love in your heart, on THAT. He'll come around.

Mark