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How do you train and coach managers to give feedback effectively?

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Employee feedback and performance are closely linked in any organization. Feedback is a powerful tool to motivate, develop, and retain your staff. But giving feedback effectively is not an easy skill. It requires training, practice, and empathy. How do you train and coach managers to give feedback effectively? Here are some tips to help you create a feedback culture in your team.

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1 Define feedback goals

Before you give feedback, you need to know what you want to achieve. Do you want to praise, correct, or improve something? Do you want to align expectations, clarify roles, or resolve conflicts? Do you want to foster growth, learning, or innovation? Having clear and specific feedback goals will help you choose the right tone, timing, and format for your message.

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Robert Sebestyen

"Complete Client Care" Online Fixed Ops Training for Service Management, Advisors and Technicians, Fixed Ops Encourager
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It is difficult to start giving feedback if it has not been part of the culture. I recommend managers introduce feedback and coaching during a team meeting, than follow it up with actual meetings aimed at improvement and professional growth. Mutually agreed upon action steps should be crafted, and a specific time period established for further coaching. "Situational Leadership" principles can help diagnose the level of assistance the employee needs. Team members should leave feedback sessions confident that they matter, knowing they have the support they need, and with clarity about what needs to be done next.

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Eduardo Diaz Kirk

Driving Growth & Innovation | Ingenio Podcast Host
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Begin by helping managers understand the significance of feedback in employee development, motivation, and performance improvement. Emphasize the impact of constructive feedback on the organization as a whole.

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2 Use the SBI model

The SBI model is a simple and effective framework to structure your feedback. It stands for Situation, Behavior, and Impact. First, you describe the situation where the behavior occurred. For example, "In yesterday's meeting with the client..." Next, you describe the behavior that you observed or heard. For example, "You interrupted the client several times and argued with their suggestions..." Finally, you describe the impact that the behavior had on you, the team, or the project. For example, "This made the client feel frustrated and disrespected, and it damaged our relationship with them..." The SBI model helps you focus on facts, not opinions, and avoid vague or judgmental statements.

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3 Balance positive and negative feedback

Positive feedback is essential to recognize and reinforce good performance, boost morale, and build trust. Negative feedback is necessary to correct mistakes, address issues, and improve performance. However, too much of either can have negative effects. Too much positive feedback can make your staff complacent, overconfident, or unaware of their weaknesses. Too much negative feedback can make your staff defensive, demotivated, or resentful. A good rule of thumb is to follow the 3:1 ratio: for every negative feedback, give three positive ones.

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4 Deliver feedback promptly and regularly

Feedback is most effective when it is given as soon as possible after the behavior or performance. This way, the feedback is fresh, relevant, and actionable. Delaying feedback can make it lose its impact, or worse, make it seem like you don't care or you're holding a grudge. Feedback is also most effective when it is given regularly and consistently. This way, the feedback becomes part of the normal communication and expectation in your team. Giving feedback only once in a while or only during formal reviews can make it seem like a surprise, a punishment, or a formality.

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Dave Needham, MBA, GSD

Organizational Effectiveness Expert | People Exec | Process Improvement Leader | Consultant | Philosopher in Action | Ski Instructor | Contributing Author | DisruptHR Board Member
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Write it down first One thing I've found helpful is writing it down first. 1) what was the behavior 2) what was the impact 3) why does it matter 4) what is the expectation Having those 4 items outlined ahead of time helps you stay focused and even provides a basic start for documentation.

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5 Listen and empathize

Feedback is not a one-way street. It is a dialogue between you and your staff. You need to listen to their perspective, acknowledge their feelings, and understand their challenges. You also need to empathize with them and show that you care about their success and well-being. Listening and empathizing will help you build rapport, trust, and respect with your staff. It will also help you avoid misunderstandings, conflicts, or resistance to your feedback.

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Marla Noble

Experienced Global Learning & Organization Development Leader
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It’s important to note that empathy needs to be authentic. In other words, authentically caring enough about the success of your team members to hear what they are saying, acknowledge it, truly consider it and determine how it impacts the feedback you have planned to provide. Listen with the intent to bolster success because you care about the human and the results.

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6 Follow up and support

Feedback is not a one-time event. It is an ongoing process that requires follow-up and support. You need to check in with your staff regularly and monitor their progress and performance. You also need to provide them with the resources, guidance, and coaching they need to implement your feedback and achieve their goals. Following up and supporting your staff will help you show your commitment, accountability, and feedback culture in your team.

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7 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

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Kathy Gillis

Human Resources Leadership, Servant Leader, Director of Human Resources/People Operations, Regional Human Resources Manager, Human Resources Business Partner, HR Consultant, Talent Acquisition Manager, Trainer
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Connection is the key to being able to give feedback authentically and successfully. Ideally a manager has built a connection to their employee and hopefully built trust with them by being genuine, authentic, and (yes) compassionate in their leading. By having a connection with that person and building trust, they will more likely buy in to your feedback and understand it comes from a place of good intentions for them and not a place of malice like "trying to get rid of me" place. Creating a culture of timely and often feedback is imperative but it's important that you have built a culture of connection, trust, and authenticity first.

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How do you train and coach managers to give feedback effectively?

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1 Define feedback goals

2 Use the SBI model

3 Balance positive and negative feedback

4 Deliver feedback promptly and regularly

5 Listen and empathize

6 Follow up and support

7 Here’s what else to consider

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