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I have already begun implementing feedback in my retail store and love its ability to both correct and praise behaviour. I find that sometimes my employees will already suggest or commit to corrective action before I ask for it. Is there a bad side to that I am missing? Should I make more of an effort to direct to conversation.

I don't understand the DISC model to well, but from what i gather I am at least a high S, as you may have guessed. Should mabye my behaviour in how agressively I drive the conversation of a feedback should depend on the DISC of the employee?

tomw's picture

I would bet you have a high D employee who wants to get it over with.

If they are cutting you off, I'd be inclined to give them feedback about cutting me off. That's not a good thing.

If they are just working it into the conversation, it's most important that you get through the "impact" part of feedback. If they hear you out on that (obviously they need that otherwise they wouldn't be in need of adjusting feedback), and then offer their own suggestions, I'd say it's OK.

pmoriarty's picture

If you are achieving the desired behavioral changes, then you should ignore it. If not, then as Tom offers, consider feedback on being cut off.

bdwyer's picture

awsome adivice thanks. both. thanks

US41's picture

[quote="bdwyer"]I have already begun implementing feedback in my retail store and love its ability to both correct and praise behaviour. I find that sometimes my employees will already suggest or commit to corrective action before I ask for it. Is there a bad side to that I am missing?[/quote]

That is not a bad thing - that is a good thing. Definitely give feedback - POSITIVE FEEDBACK!

That is the sign of a top performer. They are owning their behavior, they are not forcing you to walk them to the water's edge, and they are totally committing to do better next time.

I have noticed my top reports self-feedback. I say, "Can I give you some feedback?"

They answer that question with, "When I (behavior) what happens is you are not getting my best and you know I can do better. In the future, I will try to not (behavior) and instead I will (better behavior)."

If they miss the mark, I will add "... and you could also do this? Or what about that?"

But I love when they self-feedback.

Your goal is to encourage effective behavior. If they are already encouraged, and they are committing to future effectiveness, then what do you need control for? Control is just a tool. If you already have the result, CELEBRATE!

"Can I give you some feedback? When you tell me what the behavior is you need to change, why it is a problem, and what you will do to fix it, that tells me you are developing into a real corporate threat and we all better watch out or we will be reporting to you! Way to go!"