Feedback is a useful tool for indicating when things are going in the right direction or for redirecting problem performance. The objective in giving feedback is to provide guidance by supplying information in a useful manner, either to support effective behavior, or to guide someone back on track toward successful performance. Feedback should be constructive and given in private.   Constructive feedback should be given in the following situations:

• Ongoing performance discussions/failure to meet expectations
• Providing specific performance pointers
• Providing positive feedback
• Following up on coaching discussions
• Giving corrective guidance
• Letting someone know the consequences of their behavior

Three steps for giving constructive, nonjudgmental feedback using the SBI Model:

Situation, Behavior, Impact

Situation – Describe the situation. Be specific about when and where it occurred. For example, “This morning at the 11 a.m. meeting….” State your purpose briefly by indicating what you’d like to cover and why it’s important. If you are initiating feedback, this focus keeps the other person from having to guess what you want to talk about. If the other person has requested feedback, a focusing statement will make sure that you direct your feedback toward what the person needs.

Behavior – Describe the observable behavior. Have a certain event or action in mind and be able to say when and where it happened, who was involved, and what the results were. Stick to what you personally observed and don’t try to speak for others. Avoid talking vaguely about what the person “always” or “usually” does. For example, say, “you interrupted me when I was speaking to the team about our goals”, instead of saying “you were rude”.

Impact – Describe what you thought or felt in reaction to the behavior.

Explain the consequences of the other person’s behavior and how you feel about it. Give examples of how you and others are affected. When you describe your reactions or the consequences of the observed behaviors, the other person can better appreciate the impact their actions are having on others and on the organization or team as a whole.

For example: “Shouting at co-workers is not acceptable behavior in this department.” or “I was frustrated when you interrupted me because I lost my chain of thought” You are explaining the effect that his/her behavior had on you.

Constructive feedback is given with the understanding that the ultimate goal is to support and help that employee.   Feedback is about teaching and supporting employees; it is never about “fixing” them or implying there is something “wrong” with them. Offering suggestions on how to improve the behavior shows that you have thought past your evaluations and moved to how to improve the situation. Even if people are working up to expected standards, they often benefit from ideas that could help them to perform better.

Use your common sense and offer an idea if you think the other person will find it useful. For example, “John, sometimes I make notes or put post-it notes on my computer as a reminder to do something.”

Keep It Going

The most effective feedback is given more than just once or twice a year at formal performance reviews. It’s timely, meaning that it’s offered soon after the incident, and it’s ongoing. This allows team members to adjust their behavior, as needed, and then get more input on how they are progressing on their goals. Keep in mind, however, that in especially emotional or stressful situations, it’s okay to wait to give feedback until both parties have calmed down.

Remember SBI, and stick to the facts!

The post Giving Constructive Feedback appeared first on BHR Training: Management, Leadership, Customer Service, DISC Certification Training.

One of the primary benefits of the DiSC model is that it describes behavior that is easy to observe in others – people reading –  which makes it a very practical tool. A workplace where everyone is talking the DiSC language is a more harmonious, productive workplace.

The more aware you are about yourself, the more productive you will become. The most recently developed DiSC profiles not only provide you with an understanding of your own behavioral style, it gives you specific strategies for improving communication, relationships and results with people who have different styles. 

Some tips for communicating with different styles:

• With the “D” style – tell them what results you need and let them figure out how to get it done. Don’t try to micro-manage or force your will on them. Don’t give detailed explanations and focus on the bottom line in a direct, quick way.
• With the “I” style – approach them in a personable, relaxed and upbeat manner. Don’t provide them with lots of details or be too serious. Use humor and let them know that you value them.
• With the “S” style – approach them in a warm, but delicate manner. Explain step-by-step methods for getting results. Let them know they can count on you and follow up when you say you will. Be as dependable with them as they would be with you.
• With the “C” style – provide them with the details that they need and ask for. Be detailed when responding to their questions and be able to back up your answers with facts.

For example:

Imagine that you are an “S” style, even tempered, patient and people focused. You need to work effectively with a team member who is a “D” style, with traits that are direct and forceful emphasizing on results rather than people pleasing. Realizing the traits of the “D” style will provide insight on how you react to their directness and their strive for success. You are both looking to achieve results but have different methods of getting there. Understanding this will go a long way toward your effective work relationship.

If you want more information about how DiSC can help your organization, please email bonnie @bhrtraining.com 

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