The Feedback Model

The Feedback Model
Achieving Results Managing People
Michael Auzenne and Mark Horstman

© 2007 Manager Tools LLC

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The Management Trinity

One on Ones

What: How:

EncourageRelationships Regular Communication

Feedback

What: How:

Encourage Effective Behavior Regular Performance Communication

Coaching

What: How:

Encourage Improved Effectiveness Regular GoalOriented Communication

© 2007 Manager Tools LLC

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Feedback • Your Job Is To Achieve Results • Results Are Nothing But Aggregated Behaviors • Feedback Encourages Effective Behavior
– EffectiveBehavior Gets Rewarded – Ineffective Behavior Gets Changed

• Any Manager Can Do This, And Almost None Do • We Put Personal Preference In Front of Organizational Success
Most Managers Hold TheirBreath Effective Managers BREATHE
© 2007 Manager Tools LLC

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Feedback 1 - Ask • Step 1 - Ask
– Always – For Both Affirming and Adjusting! – What Is the Purpose Of Feedback? – Who’s In Control? –“But wait! I’m the boss!” – Adjusting Feedback is NOT Punishment

•

Here’s How It Sounds
• • • “May I give you some feedback?” “Can we talk about that?” “May I share something with you?”

•What Do You Do If They Say No?
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© 2007 Manager Tools LLC

Feedback 2 – Describe Behavior • Step 2 – Describe Behavior
– Stop Guessing at Motivation and Intent – Behavior is What You Can SeeAnd Hear – Attitude Is Not Behavior – It’s an Inference – It’s Not a Label

• Here’s How It Sounds:
– “When you’re late 4 times this week… – “When you stay an extra hour to run down the issue…” –“When you don’t blow up when the customer insults you…” – “When you make that extra call to keep the customer informed…” – “When you promise it to me yesterday and I have to ask again…”
© 2007 ManagerTools LLC

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Feedback 3 – Describe Impact • Step 3 – Describe Impact
– Tell Them What the Results Are of Their Behavior – Impacts Don’t Have to Be “Big”, Or “Important” – Ideally, They Are...