Feedback for the leader example according to Russell. Feedback as a management tool. Regularly check whether agreements are being followed

Working on effective feedback in the company is not a continuous positive and general pleasure, but an indispensable tool for management practice with clear deadlines, rules and frequency.

At the same time, how to prevent motivation from turning into demotivation in the process of building effective feedback, said the head of the personnel department (Supply Chain & Regions) of FM logistic Julia Meshcheryakova.

- Julia, by what signs can you understand that feedback in the company is effective? Please list.

Feedback should:

1. To be developing, to cause a desire to change, and not a set of defensive psychological reactions and demotivation. Conclusion - you need to learn this. The company must implement a culture of feedback with a set of deadlines and rules for its provision, as well as an understanding of what to do next with this feedback received.

2. Start with a self-assessment of the one to whom it is given. First, ask the employee how he rated himself and why. Specify what was missing to the highest score (for example, if competencies are evaluated on a point scale), why 8 and not 10, what tools would help improve the result. You will be able to assess the adequacy of self-assessment and generally understand how much you have a common understanding with the employee in assessing certain competencies. If there are several strong "gaps" - there is a reason to speak the efficiency criteria again.

3. Be fair in terms of uniform criteria. 5 minutes will not pass after the assessment event, which gave feedback how your subordinates will compare your assessments of their performance with each other. Injustice in terms of grades, pay and other things - often more demotivating factor than the negative feedback itself or unsatisfactory wages.

4. Correspond to the "correct" structure. Much has been written about this and there is no point in dwelling on it in detail. The general rule is a sandwich, start with a positive, then point to development zones, dwelling on each point in detail and listening to the arguments of the employee and end up not just with a positive message to the future, as, alas, this often happens, but with the development of measures further development with concrete actions, terms and image of the end result.

5. Have the form of a dialogue and be constructive. What it includes: I-statements, actual concrete examples of behavior or use / non-use of a particular competence. Take a professional HR as an ally, he will help you figure out what methods you can use to develop the missing skills and abilities. Give the opportunity to speak and give examples to the person to whom you are giving feedback. And it shouldn't be a formality. Be willing to hear feedback, and, as has usually surprised some of the executives I've taught about feedback, be willing to adjust your actions and build collaboration.

- Do you have examples in your practice? sad consequences and ignoring the feedback problem?

Unfortunately, a lot. The most common is feedback based on the principle " if it's good, then nothing, if it's bad - get it and sign it". Also, in a situation where there is no common denominator in assessing the processes and work of employees, each of the parties will rely on their own opinion and assessment / self-assessment, which will give rise to discrepancies, speculation and a feeling of the absence of clear performance criteria or their ... changing nature, which, as usually demotivating.

- What rules should be implemented in the company in order for feedback to become effective?

We need to introduce not rules, but a culture of feedback. First, conduct training at least to the level of line managers and key specialists - what is feedback, its goals, types, rules for receiving and providing. Conducting such training, I opened America to many, arguing that feedback is a two-way developing dialogue, and not a “call on the carpet”, that feedback must be learned not only to give, but also to receive, subordinates also provide feedback to their bosses, which According to the nature of perception of feedback, employees are of several types and you must understand to whom you are giving it, etc.

Of course, there are departments where the manager and employees regularly exchange feedback, but it is better to introduce periodicity: intermediate feedback during the trial period, after it ends, a dialogue between the manager and the employee once a year (can be tied to annual assessment staff, if any), feedback (including cross-functional) during major projects.

Feedback is needed in case of a conflict between departments: instead of exchanging dozens of letters, where each side proves its case, it is better to meet and talk about the mechanics of interaction and exchange views on each item. In my practice, there were many such cases, and in all communications improved after a session of constructive feedback.

The culture of feedback must also be integrated into the system of personnel evaluation and development of potential employees. A good practice is to start the system of internal assessment of applicants with a mini-training on feedback (1.2-2 hours), at the same time relieve some of the stress from employees, emphasizing that the event is not an assessment, but a developmental one.

First, you pronounce the feedback rules, and then give it to employees after each exercise and summing up. Intermediate feedback is also useful in that you will see if the employee changes after receiving feedback. For example, in the first assessment exercise, you gave feedback that you need to take into account the interests of the client more, to go from the client (both internal and external), and in the next two you saw the dynamics. Conclude that the employee heard you.

Feedback is a tool for managing personnel and improving the efficiency of business processes that should be considered in every aspect of any organization. It is a powerful tool of influence through which information is exchanged between the manager and subordinates, and allows the manager to receive up-to-date information on the consequences management decisions adjust the work of individual employees and entire departments.

An experienced leader uses feedback in order to achieve maximum efficiency of interaction and performance of his subordinates: directs their efforts, identifies the causes of failures and low motivation of employees, spurs and inspires. Feedback allows employees to make the necessary adjustments in the process of performing work, and also acts as a powerful motivator, contributing to the manifestation of satisfaction with the results of work.

As practice shows, many managers do not attach much importance to how they provide feedback to subordinates, often doing it on the fly. And often high-class experts in their profession, but who do not have managerial knowledge and skills, become leaders. It can be difficult for such managers to competently build communication with subordinates.

But feedback should be a natural working tool of daily work.

THE VALUE OF FEEDBACK

Feedback - this is informing the interaction partner about the perception of his activity by others, the reaction to it, the results and consequences of this activity; it is the transfer of evaluative or corrective information about an action, event or process to the original or control source.

The need for feedback is natural for any person, be it a top manager or an ordinary employee. Am I doing what the company needs? Right or wrong? Are my efforts recognized? The lack of feedback, as well as a gross violation of the rules for its submission, deprives a person of guidelines in the organization and reduces his desire to work.

For a manager, feedback is a tool that allows you to:

Express recognition to the employee and support his high motivation;

Change the expectations, evaluation and self-esteem of the employee;

Increase productivity and performance;

Clarify the goals and clarify the tasks facing the employee;

Understand the causes of undesirable employee behavior;

Adjust employee behavior and expectations to improve rational use the possibilities of the situation;

Aim the employee for development in a specific direction;

Develop mutual understanding and mutual trust;

Maintain a positive atmosphere in the organization;

To develop the cohesion and harmony of employees, forming a team approach to work;

Reveal that any process or tool does not provide the desired result;

Identify areas that require modernization, change or development in order to ensure sustainable growth and progress of the organization;

To identify the level of employee satisfaction with work in the company, team.

As a result of feedback, the manager receives information about the progress of tasks, allowing him to timely identify and solve emerging organizational problems. He can judge subordinates (their moods, expectations, abilities, motivation, plans for the near and distant future, assessments, etc.) and how they evaluate the style and quality of management, the personal contribution of managers, their authority and influence on organizational and business processes.

To maintain feedback, the manager needs certain experience and skills in the constructive use of the information received; the introduction of appropriate organizational procedures and the establishment of standards; allocating time to maintain feedback and reflect on its results; making changes based on feedback.

Common Feedback Mistakes

When providing feedback, the manager should avoid the following mistakes:

Unconstructive criticism. Rough and aggressive condemnation of the actions of a subordinate, excessive emotionality, which manifests itself in the form of sarcasm, arrogance, disrespectful attitude can shake the employee's self-confidence and undermine his morale. For example, if a manager instructed a subordinate to compile a report and was dissatisfied with the result, in this case, instead of direct criticism (“this report does not contain the information I need”, “this needs to be completely redone”), you should ask what, in his opinion, was the goal tasks, whether the employee managed to achieve it, how the result can be improved. Before moving on to the subject of criticism, recognize the subordinate's certain merits, positive contributions and achievements, start with praise.

Transition to personality. The leader must ensure that the feedback he provides to subordinates relates exclusively to their actions, and not to personal qualities. A manager who gives a negative assessment of an employee's character (say, "you are too harsh") makes that person feel defensive and mentally contradicted. Criticize the person's actions, not the person. It's one thing to say "You're smart, thinking person, but did not act prudently”, another “You are an idiot, you did such a stupid thing!”.

Using only common phrases. A manager who provides employee feedback in the form (“you are a good leader”, “you did a great job”, etc.) may not achieve the desired result. Perhaps a subordinate will be flattered by a compliment, but this will not give him useful information about what he did right and what needs to be improved.

FEEDBACK RULES

For feedback to be effective, you should not resort to it if you have not prepared for the meeting, if you have Bad mood or no free time.

Before giving feedback, you need to understand what result you want to get from a conversation with an employee. Then it will be much easier to properly build a conversation. Regardless of the purpose of the conversation, it is useful to observe the following rules:

Study all the information about the question and prepare to provide feedback on the following algorithm. Table 1.

Table 1. Preparing to provide feedback

Feedback must be carried out in suitable conditions, in a friendly environment and without external interference.If possible p prevent interrupts, phone calls etc.

Feedback must be constructive. First, talk about what is good, what is bad and why, and how it should be corrected. Feedback should ideally contain a highlight strengths in the activities, behavior of the employee and weaknesses- places that require correction, reserves in the improvement of the employee. Talk about what can be changed / added at the level of actions to achieve a result close to the ideal.

Feedback should be timely and factual.
Give feedback shortly after the event you are discussing with the employee. You should not conduct a "Debriefing" two or three months ago, this will cause a defensive reaction of the subordinate. Talk about a specific event. For example: You showed up at work at 10:45 today. This is the second time in a week, let's discuss? And not like this: You always sleep until eleven and are constantly late?

Feedback should be specific, clearly expressed and understandable to your interlocutor. It should contain examples of behavior, and not describe its general patterns.NotSpeak in general terms and do not use allusions.

Discuss events and activities. Not a personality.

Keep a balance between positive and negative feedback. You should start with the "good" part.

Involve the employee in the discussion, let them speak. You need to know his opinion! Ask the subordinate to give their suggestions. What do you think a Customer who wanted to place an urgent order but couldn't get through to us at 9:30 would do? What can be done to prevent the recurrence of such situations?

State your conclusions clearly and document the agreement reached.

Regularly check whether agreements are being followed.

Support any positive changes immediately. Get them fixed.

Do not forget to give feedback not only on the result of the task, but also in the course of the activity.

Your meetings with employees will be more productive if you start using these rules.

So, developing the skills to give and receive feedback helps the manager create an atmosphere of mutual trust and openness, which contributes to constructive changes at work.

The manager must remember that with effective communication and constant feedback, there is unlimited potential for improvement in all areas of business and people management.

Feedback(feedback) - information that the employee receives about how the manager perceives and evaluates his actions.

Why feedback is needed:

1. With its help, the leader manages the activities of his subordinates, that is, he encourages the desired behavior and limits the undesirable. Praising the employee, thereby he confirms the correctness of his actions, compliance with the plan, the ideas of the head. If it is necessary to change the actions of the subordinate, the leader gives corrective feedback. Thus, the main thing is achieved - the effectiveness of the actions of the subordinate is ensured.
2. Feedback performs a learning function. It allows the employee to find out what is expected of him, what are the criteria for evaluating his work, to what extent his actions correspond to the correct technology for performing work.
3. It performs a motivating function. The manager praises, encourages the employee and recognizes his achievements, thereby forming motivation for further work. With the help of corrective feedback, the leader forms the desire to correct the situation.
4. Providing detailed feedback is a manifestation of attention to the employee on the part of the manager, which has a beneficial effect on the relationship between people working together.

Therefore, feedback is essential. integral part such management processes as control, mentoring, motivation, has a powerful potential as a tool of managerial influence. For this potential to be realized, it is necessary to following conditions. Feedback should be:

1. specific. The leader should not generalize and draw global conclusions such as: "You're always late for work", it's better to say . In feedback, it is necessary to operate with specific facts, and not general judgments.
2. About actions, not personality. Permissible statement "You're 15 minutes late today", but not "you are an undisciplined person". The act can be corrected, but the character is almost impossible to correct. Therefore, a person is ready to accept information about an act, but is not ready to accept that he is not such a person, and will defend himself, argue.
3. Timely. Feedback should be given immediately after an act that you want to encourage or change. This is also called the “hot stove rule” (if you touch it, it burns immediately, not later).
4. Developing. One of the tasks of feedback is to develop the employee's ability to introspection, to independently highlight their successes and shortcomings, and to correctly search for their causes. To do this, the manager uses open ones, helping the subordinate to formulate the correct conclusions about his work himself. Independently drawn conclusions are accepted and remembered much better than those said by another person.
5. Adapted. All people are different in terms of sensitivity to criticism, readiness for self-development. The leader needs to adapt his feedback to the level of understanding of his subordinates: do not immediately give a lot of corrective information if a person is able to understand and implement only a part.

There are several models for structuring feedback, of which the following are the most commonly used:

1. "The Sandwich Rule". Feedback is provided according to the structure "Positive - Corrective - Positive". Such a structure is necessary for those employees who may not be emotionally ready to accept the need to adjust their actions. So that the employee does not take a defensive position in communication with the manager, feedback begins and ends with positive moments in his activity (achievements, successes, strengths).

…In one of the companies, the supervisor had a tough, hard-hitting conversation with a sales representative about the unconvincing dynamics of the implementation of planned targets. At the end of the conversation, suddenly remembering the “sandwich rule”, the supervisor lowered his voice and said: “Well, in general, you are great, in retail outlets, customers speak well of you. Go to work". For what Sales Representative, leaving, plaintively remarked: “Uncle Fyodor, your sandwich is somehow wrong ...”

1. Model BOFF (Behavior - Outcome - Feelings - Future), in the Russian version of PRCHB (Behavior - Result - Feelings - Future). First, the manager describes the behavior of the employee and the result to which this behavior led. Further enhances the emotional impact, mentioning the feelings that he (or the employee’s colleagues, the employee himself, other persons) experience about this. The feedback ends with a description of the desired behavior that the employee must demonstrate in the future. The model is used when the manager has doubts that for this employee normal feedback will work.
2. SOR model (Standard - Observation - Result, Standard - Observation - Result). Designed to orient the employee to the correct technology of action. First, the manager reminds the employee of the existing actions in the company, then discusses with the employee his observations about his behavior, achieves an understanding by the employee of the results that his behavior can lead to and achieves the employee’s readiness to continue to comply.

In addition to the ability to provide feedback, you also need to learn yourself and teach your subordinates to receive it correctly. To do this, it is important to follow a few rules:

1. When receiving feedback, do not make excuses, avoid being defensive.
2. Ask questions for clarity, ask for examples of behavior, summarize the information received and get confirmation that you understood it correctly.
3. Thanks for the feedback.
4. Make an action plan on what can be improved and how.

In the field of FMCG, much attention has traditionally been paid to the observance by managers of the rules for providing and receiving feedback, which can be enshrined in, and a number of other processes. For example, one of the functions of the meeting is summing up, i.e. providing feedback to the team, which should also be carried out taking into account the rules described above. This means that during the meeting, he must operate with specific, relevant figures and facts (the rules of "specificity", "timeliness"), start with the positive and achievements of the team (the "sandwich" rule), focus on what needs to be improved today ( adaptability rule. At the same time, he should never "arrange a dressing down" for individual subordinates in the presence of others, that is, it is necessary to praise in public, but to criticize one by one.

It happens that an important employee or an old loyal client suddenly leaves, and you do not understand why. You do not understand, because there is not enough feedback - there is no dialogue between you. If you work with feedback correctly, you can avoid such situations.

What is feedback for?

They thought that the employee understood you, but did the wrong thing and would have to redo it. They wanted to write to the client tomorrow, and he asks for an answer today and a conflict has turned out. They left a request on the site and are waiting for confirmation, but the letter ended up in spam and mom will not receive a gift for the New Year.

Feedback is any reaction to an event or action. It is present everywhere: they pressed the button - they heard a characteristic click, they broke the rules - they received a fine, they let the client down - they lost it, offended the cat - they found a surprise in slippers. Answering a question is also an example of feedback. They asked a question, received the necessary information, a clarifying question or rudeness in response. Any of the options is a feedback that you can work with. In the article we consider work with clients, subordinates and management.

Feedback principles

The client left a request - show that the request has reached and it will be processed.

The client asked a simple question, and the manager answered in technical terms and circuit diagrams- the information is accurate, but the dialogue will not work.

1. At the traffic lights, the countdown to the green signal is needed constantly.
2. If you run the program on a smartphone, it should open instantly.
3. Explain to the child in advance that stealing is bad, at 30 it will be too late.
4. Do not rush to punish the employee - you need to understand the situation, check the facts and wait until you are alone.

The intern for training made ten mistakes, you discussed and eliminated only two - eight stuck.

Marat Akhmetzanov technical support manager

In onlinePBX technical support, I went from a simple specialist to a manager. I worked on the first and second lines, I was a senior specialist, for the last two years I have been the head of the department. Since 2015, he has conducted hundreds of interviews with candidates, participated in the creation of a training program, built quality control and implemented KPIs. vk.com/another_generation

Five rules of feedback

Customer Feedback

Jeanne's Internet is gone and she calls the provider. She needs to host a weight loss webinar, so it's important to get the internet fixed as soon as possible.

1. Check the information

A technical support specialist should first check for failures on their part before advising to reboot the router. No need to waste Zhanna's time and annoy her with memorized phrases.

2. Control your emotions

If the router still needs to be rebooted, the specialist must patiently and in detail explain how to do this. You may have to repeat the same thing over and over - do not get annoyed. Zhanna knows everything about weight loss and doesn't have to know anything about twisted pair, DHCP broadcast requests, and the router's firmware version.

3. Ask questions

In the process, you need to explain your actions and ask questions. What did you do, what Zhanna sees in front of her, whether the green lights go out or not after the power is turned off. This helps to solve the problem consistently, not to miss anything, and to keep the client informed.

4. Suggest the next step

Zhanna is important that her problem is solved and will be solved further. If the specialist does not see failures, it is necessary to suggest a reboot. If it does not help, suggest calling the wizard. If the problem cannot be solved here and now, you need to offer an alternative: go to the neighbors, visit or cafe.

5. Summarize

At the end of the conversation, the specialist should sum up: say what they did to solve, why it didn’t work out over the phone, remind when the master will come and what to do now. If Zhanna is still dissatisfied, she will not be able to reproach the specialist - he tried to help, was helpful and took care of her.

Feedback to employees

Designer Igor made the site layout not according to the brand book, it needs to be redone. If you delay, the team will not have time to hand over the project on time and will lose the bonus. The manager needs to “talk” about this with Igor.

1. Check the information

Before the conversation, the manager should double-check all brand books, style guides, and interface style sets. Write down the most critical errors. Igor needs to be explained concrete examples otherwise it will be difficult to convince.

2. Control your emotions

Igor is an experienced and respected designer, although he made a mistake. In order not to lose a valuable specialist, you need to think about his feelings in advance. The manager should talk to him in private, it is not known how he will react, if criticized in front of colleagues, he may be offended and leave for another department or company.

3. Ask questions

The task of feedback is to understand the causes of the error and eliminate them, and not to reprimand the designer for "hack work". If you ask Igor about the reasons, it turns out that he is overloaded with projects and there is not enough time to check everything. The Superman Syndrome didn't let me say that before.

4. Suggest the next step

To resolve the situation and deliver the project on time, there are many options: work overtime, attract another designer, outsource work, abandon non-priority tasks, renegotiate deadlines with the client. The leader and Igor must choose the appropriate solution and agree on the next step.

5. Summarize

In conclusion, the manager should talk about both problems - the workload of the designer and the layout not according to the brand book. Repeat the decisions for each of them and remind them of the next step - what the designer should do when he leaves the office. So, Igor has two options: confirm the agreements and go to work or discuss them again.

Feedback to managers

Director Anatoly Borisovich canceled annual bonus because of low scores companies. But one employee has a mortgage and recently had a son, so he came to the director to agree on an exception.

1. Check the information

Anatoly Borisovich - experienced businessman, he speaks to employees in the language of numbers and facts. Therefore, you need to prepare for the conversation: choose the right time, raise the performance of the department and calculate the contribution to the company's profit, remember overtime and additional tasks.

Source: http://www.b17.ru/article/learn_to_give_feedback_to_guide_the/

It is very important for every self-respecting leader to learn how to properly give feedback to subordinates. After all, the success of the company you lead will largely depend on this skill. We can say that this skill is the art of praising and scolding your wards. But, most of all, I would like to focus on how to correctly tell a subordinate about the mistake he made, about the mistake he made, so as not to offend or, as they say in Japan, save his face?

Let's start with the concept: what is feedback?

In short, this is a certain mechanism for transmitting information, consisting of several questions or suggestions from the manager to his employees, from employees to their colleagues and vice versa, in various options etc. In any case, this is more of a dialogue than a monologue, although many leaders, for some reason, do not understand this.

It is simply necessary to give information to your subordinate correctly, and in the form of feedback, in particular.

Why? Yes, if only because the timeliness of this action motivates your employee to creativity, to preventive work to prevent mistakes in the future. After all, we all know the importance and necessity of timely action. And most importantly - the right feedback will help to achieve the desired results from our subordinate!

If you are going to give employees feedback, then you should do it. RIGHT! In no case should you be limited to such evaluation categories as "BAD" or "GOOD". This will obviously not be enough for adequate feedback, in addition, your company's profit from such a black-and-white approach to solving organizational issues can suffer greatly, and emotional background workers too. In the absence of good feedback in the organization, a kind of “dead” silence sets in, leading to the absence of any interactions in the company.

To establish feedback with the staff, you can set only three clear questions:

1) What are you already doing?

2) How do you see your work?

3) In your opinion, is it possible to do this work better and what is needed for this?

●Important! In this block, the main criterion should be positive. There should be no criticism or other negative verbal, as well as non-verbal manifestations. Therefore, you should always start with the good. From what can be noted from the best side.

The next block should be the desire to stimulate the growth of your employee. So, it makes sense to direct his thoughts towards creativity, towards improving his activities. Give him a direction to accelerate and modernize his activities. Here you can start asking questions: what can be done right now? This will allow your employee to prepare for active actions right now.

●Important! If you really have to make a remark, then do it constructively, in essence, trying to change the person's behavior. Do not criticize his personality in any way. The identity of the employee should be for you, so to speak, UNTOUCHABLE!

We can recommend using the scheme: «+», «-», «+». It means: PRAISE (+) = REVIEW (POINT, SPEED, DIRECTION)(-) =PRAISE AGAIN (ENCOURAGE) (+).

The most interesting thing is that it is not necessary only to ask questions, you can in the same, or similar to the above form, GIVE feedback to employees, in the form statements:

1) Tell the employee about WHAT he did well.

2) Prompt (declare) him that he can do even better in the process of doing his job.

3) Offer him to do it immediately or recommend the implementation of the process in certain moment time.

So, if you use a similar feedback scheme with subordinates in your leadership, then they will by no means be offended by you.

Use it and the results will pleasantly surprise you!

Moreover, you will notice significant changes in the motivational sphere of the employees of your organization in the direction you, as a leader, need.

Use it and the results will pleasantly surprise you!