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Giving Effective Feedback

Giving Effective Feedback. Deadwood South Dakota November 2014. Model for Effective Feedback. People. Point.

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Giving Effective Feedback

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  1. Giving Effective Feedback Deadwood South Dakota November 2014 JLF Consulting www.embracinglearning1.com

  2. Model for Effective Feedback People JLF Consulting www.embracinglearning1.com

  3. Point “Problems that we can solve through the knowledge of experts are technical challenges. Problems that experts cannot solve are called adaptive challenges. Solutions to technical problems lie in the head and solving them requires intellect and logic. Solutions to adaptive problems lie in the stomach and the heart and rely on changing people’s beliefs, habits, ways of working or ways of life.” Ron Heifetz JLF Consulting www.embracinglearning1.com

  4. Technical Problems vs Adaptive Challenges • Adapted from Ronald A. Heifetz and Donald L. Laurie, The Work of Leadership JLF Consulting www.embracinglearning1.com

  5. Top 10 Mistakes Bosses Make • Feedback is too vague • Everything’s perfect-until it’s not and you’re fired! • Recency Effect • No preparation • They never happen or “My people know my door is always open.” • No kudos/recognition • No specifics • Not being truthful with employees about their performance • No follow-up • No discussion around employee’s career ambitions www.forbes.com/sites/ericjackson/2012/01/09/ten-reasons JLF Consulting www.embracinglearning1.com

  6. Purpose What Kind of Conversation Will You Have? Supervisor Teacher Adapted from: Learning Focused Conversations, MiraVia, 2012 JLF Consulting www.embracinglearning1.com

  7. Extend Your Thinking Turn and Talk: Considering your own evaluations, which type of conversation do you predominately have? JLF Consulting www.embracinglearning1.com

  8. Purpose JLF Consulting www.embracinglearning1.com

  9. Process • Coaching is a change in the way we give actionable feedback Key Coaching Considerations • Close-ended questions –those that can be answered with yes or no • Open-ended questions-those that require deep, reflective thinking Asking questions that promote reflective thinking: Who What When Where How *Be careful about using why questions! JLF Consulting www.embracinglearning1.com

  10. People McClelland's Theory of Motivation **Those with a strong power motivator are often divided into two groups. People with a personal power drive want to control others. People with an institutional power drive like to focus the efforts of a team to further the company’s goals JLF Consulting www.embracinglearning1.com

  11. People • Achievement • Set challenging goals • Feedback should be balanced. They don’t want an entirely glowing evaluation, they want to know what they can do to improve. • Affiliation • Begin the conversation by acknowledging them. These folks don’t like public praise. • Power • Motivate them by knowing their goals and structure feedback so they know you are helping them further their career goals. JLF Consulting www.embracinglearning1.com

  12. Extend Your Thinking Turn and Talk: Give an example of how you could tailor feedback to a person based on how they are motivated. JLF Consulting www.embracinglearning1.com

  13. Process • What Kind of Feedback Will You Give? • The kind of feedback you give impacts the type of action the receiver takes JLF Consulting www.embracinglearning1.com Robyn Jackson, 4 Ways to Give Effective Feedback ,ASCD in-service

  14. Extend Your Thinking Turn and Talk: What kind of feedback is predominant in your style of evaluating teachers? Why? JLF Consulting www.embracinglearning1.com

  15. Process • Gibb’s Reflective Cycle JLF Consulting www.embracinglearning1.com

  16. Description-briefly describe the purpose of the meeting. “So, we are here to discuss your third period Algebra I class. You wanted me to look at ------ • Feelings-begin the conversation activating their emotional intelligence and allowing them to feel as though they are part of the process. “How did you feel about the lesson?” is a great way to begin JLF Consulting www.embracinglearning1.com

  17. Evaluation-once they have had a chance to explain their views, you have a chance to agree or disagree but you can use their thoughts as a springboard for the conversation. • Conclusion-this is where you can resolve any differences of opinion. This stage should focus on what you observed through authentic evidence based on the metric NOT your subjective opinions. JLF Consulting www.embracinglearning1.com

  18. Action-based on what you have discussed, what are the next steps. EVERYBODY should have a next step. Consider this in writing but NOT as part of the formal, summative evaluation JLF Consulting www.embracinglearning1.com

  19. Extend Your Thinking Turn and Talk How can you use a reflective cycle to have more productive conversations? In growing as an evaluator, which step(s) would you need to pay particular attention to? JLF Consulting www.embracinglearning1.com

  20. Model for Effective Feedback People JLF Consulting www.embracinglearning1.com

  21. Process YOU TRY IT Think of a person you evaluated this year. If you could have a “do over” what would it look like? Turn and talk to your neighbor. JLF Consulting www.embracinglearning1.com

  22. Contact me • Jana Frieler • JLF Consulting www.embracinglearning.com • gfrieler@comcast.net • 970-397-0137 JLF Consulting www.embracinglearning1.com

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