Giving and Receiving Feedback Capgemini University Consulting Skills Workshop.
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Transcript of Giving and Receiving Feedback Capgemini University Consulting Skills Workshop.
Giving and Receiving Feedback
Capgemini UniversityConsulting Skills Workshop
Capgemini University© 2005 Capgemini - All rights reservedCSW / Giving and Receiving Feedback / 2
Objectives of this session
Objectives To provide a framework for feedback which you will be using
this week
To identify how to give and receive feedback
Benefit from using feedback Improves trust and communication
Better performance from team members
Capgemini University© 2005 Capgemini - All rights reservedCSW / Giving and Receiving Feedback / 5
What is feedback?
‘Someone’s opinion regarding how well they believe you or others have performed.’
PLAN REVIEWDO
Regular feedback develops a team’s self-awareness and builds trust between its members
Capgemini University© 2005 Capgemini - All rights reservedCSW / Giving and Receiving Feedback / 6
T = Trust
C = Credibility
I = Intimacy
R = Risk
The Trust Formula:
Feedback is key to building Trust
T =R
C x I
Capgemini University© 2005 Capgemini - All rights reservedCSW / Giving and Receiving Feedback / 7
Feedback is essential to develop self-awareness
Known to self Not known to selfK
no
wn
to
oth
ers
No
t kn
ow
n t
o o
the
rs
Public SelfPublic Self Blind AreaBlind Area
Private self (Hidden Area)
Private self (Hidden Area)
Area of UnknownActivity
Area of UnknownActivity
Our Behaviours
THE JOHARI WINDOW
Capgemini University© 2005 Capgemini - All rights reservedCSW / Giving and Receiving Feedback / 8
B’s before C’s
There are two types of feedback . . .
1 Positive: strengths “Catch people doing something right”
Identifies and reinforces behaviours that should be continued
2 Constructive: opportunities Supports the individual Points out behaviours that need to change
Often you encounter two more (to be avoided!) NO feedback
Poor feedback (negative or not specific enough to do anything with)
The most important aspect of giving feedback is the “intent” of the giver
Capgemini University© 2005 Capgemini - All rights reservedCSW / Giving and Receiving Feedback / 9
Good feedback is . . .
Describing specific, observed behaviours and associated impact
From direct observation vs. heard from someone else
Descriptive – not evaluative
Specific rather than general
Aware of the needs of the giver AND receiver
Focused on behaviours that can be changed
Timely
Checked to ensure communication
Given in a caring and constructive manner
Capgemini University© 2005 Capgemini - All rights reservedCSW / Giving and Receiving Feedback / 10
Constructive feedback must be handled with care
Wording can make it or break it!
It is therefore essential to use constructive phrasing: "How to (H2)… progress / improve," rather than "You did it
wrong"
"I wish I knew (IWIK)… what this means," rather than "This doesn't mean anything"
Constructive feedback is not…Constructive feedback is not…
Critical
Waffle
About winning or losing
About venting
Critical
Waffle
About winning or losing
About venting
Constructive feedback is risky…Constructive feedback is risky…
Often negative experience for both parties
Can alienate Hostile
Angry
Generally non-cooperative
Often negative experience for both parties
Can alienate Hostile
Angry
Generally non-cooperative
Mindset: How to help other person be successful
Capgemini University© 2005 Capgemini - All rights reservedCSW / Giving and Receiving Feedback / 11
There are some simple guidelines to follow when giving feedback
A ProcessA Process Lessons LearnedLessons Learned Give one or two headlines – don’t
produce a list
Start with positive statements to relax the situation and give balance
if you cannot think of anything positive, you are probably too angry
Make the feedback specific Avoid general comments
Don’t exaggerate and avoid words like ‘always’ or ‘never’
Cite specific examples / data which means that you need to be well prepared
Refer to things which can be changed Avoid the “you are too short” type of
statements
Give one or two headlines – don’t produce a list
Start with positive statements to relax the situation and give balance
if you cannot think of anything positive, you are probably too angry
Make the feedback specific Avoid general comments
Don’t exaggerate and avoid words like ‘always’ or ‘never’
Cite specific examples / data which means that you need to be well prepared
Refer to things which can be changed Avoid the “you are too short” type of
statements
Ensure that the receiver is open
Give the feedback
Agree?
Seek a solution together
Agree to disagree
Based on: Joanna Bisdee (1998), Realising Your Potential, Life Directions, Mayfair, London
Find an appropriate time and space
Yes No
Capgemini University© 2005 Capgemini - All rights reservedCSW / Giving and Receiving Feedback / 12
A good feedback process is designed to help the person be successful in the future
What the person thinks of his / her
behaviour
1
23
4
What are the facts?What you think of his /
her behaviour
What is the impact What needs to be changed in the
future
Think about why you are giving feedback – is it for you or the recipient?
Capgemini University© 2005 Capgemini - All rights reservedCSW / Giving and Receiving Feedback / 14
Follow some simple rules and you will give good feedback to others
Prepare Check if the person is happy to receive feedback Find an appropriate time and place Ask and Listen Start with the positives Be specific Talk about opportunities – H2 / IWIK Avoid listing however tempting Give examples Check for understanding
Getting the listener to review their own performance first, often covers 80% of the feedback you would have given them
Capgemini University© 2005 Capgemini - All rights reservedCSW / Giving and Receiving Feedback / 17
If you are receiving feedback …
Use the process Don’t take it personally Don’t get defensive Use active listening skills Take advantage of the opportunity to improve Treat it as a “gift” Listen and keep on listening Make sure you are happy to receive feedback Ask for specifics and examples Ask for suggestions on what to do differently Seek second opinions if necessary Say ‘Thank-you’
It’s one person’s perception. It’s one data point
Capgemini University© 2005 Capgemini - All rights reservedCSW / Giving and Receiving Feedback / 18
Summary
Feedback is essential to the way Capgemini work, both internally and with our clients
Feedback must be given in a caring manner – the aim is to help the person who receives it develop and improve
Always start with positive feedback (B's before C's). The recipient will more likely listen
Effective feedback requires careful preparation – and follow the process