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Casual Articles - Managing People; Feedback, the Breakfast of Champions
Productivity is the key to just about everything when it comes to making a satisfactory profit in today’s business environment.Years ago, incentive programs became especially popular as a technique to help employees think like managers. Incentives were originally designed to exploit the “what’s in it for me” mindset many of us were born with. Immediately following the installation of an incentive plan, however, many managers make the mistake of believing that they no longer have to manage.This is a huge mistake! Incentive plans are no substitute for establish
If we are receiving unsolicited feedback we still need to be specific about how we want to receive the feedback. We should not put up with poor feedback technique such as "You did well" or "You did poorly". We need to ask, "What did I do well?", and "Why was it considered to be
In the franchising industry many service firms can excel by collecting national accounts, which have outlets in many states. Each franchisee can help with the over all multi-state National Corporate Account. Only one problem; many franchising companies purposely choose not to do business in certain states such as WA, CA, MD, NY and IL.When discussing this recently with one academic professor he advised a strategy might be to do what many bootleggers did in the past by putting bars just over the borders of prohibition states. Interesting indeed and his comments about cros
The more specific the feedback, the better the potential they have to improve their performance. Feedback is given on whether the diet needs changing, or the level of effort they expend in exercise, or the intensity of the exercise or the level of repetitions and so on.
Even more valuable feedback is given in that there are standards for every measurement. Standards are known for not only what times they should be running, but also what body fat level they should have, what percentage of fast twitch muscle is best for their event and other factors pertinent to their performance.
Standards are developed from comparing world's best practice and determining the requirement for a particular athlete at their level of development or from empirical research carried out by the national sports institute.
Most of us recognise the feedback given to athletes as being necessary and extremely valuable to aid their performance development. The feedback is given as personal data. The data is specific. If data is not available, then controlled, documented observations are used. The feedback is related only to the goals of the athlete at the particular stage of their development.
If it is intuitively true to us that feedback to athletes that is specific, realistic, related to the goals of the person, direct and non judgemental, then why do we, as managers, struggle to give feedback to subordinates?
Perhaps part of our inability to give feedback stems from our inability to receive feedback. To receive feedback we need to follow a few simple rules.
In seeking feedback we need to be explicit. Make it clear what kind of feedback we are seeking. If necessary, indicate what kind we do not want to receive. The feedback from others is entirely for our benefit and if we do not indicate what we want we are unlikely to get it.
If we are receiving unsolicited feedback we still need to be specific about how we want to receive the feedback. We should not put up with poor feedback technique such as "You did well" or "You did poorly". We need to ask, "What did I do well?", and "Why was it considered to be a
Quality customer service is the lifeblood of any business.If you understand that it costs more to find a customer than it does to keep one then you will appreciate the importance of good, quality customer service.Unfortunately, with the rapid rise of online businesses it has become apparent that the focus has turned to pleasing the search engines as opposed to pleasing the customer.I'm not disregarding the importance of good search engine optimization but what good is it if you can't provide good customer service? You may gave gained a visitor b
Even more valuable feedback is given in that there are standards for every measurement. Standards are known for not only what times they should be running, but also what body fat level they should have, what percentage of fast twitch muscle is best for their event and other factors pertinent to their performance.
Standards are developed from comparing world's best practice and determining the requirement for a particular athlete at their level of development or from empirical research carried out by the national sports institute.
Most of us recognise the feedback given to athletes as being necessary and extremely valuable to aid their performance development. The feedback is given as personal data. The data is specific. If data is not available, then controlled, documented observations are used. The feedback is related only to the goals of the athlete at the particular stage of their development.
If it is intuitively true to us that feedback to athletes that is specific, realistic, related to the goals of the person, direct and non judgemental, then why do we, as managers, struggle to give feedback to subordinates?
Perhaps part of our inability to give feedback stems from our inability to receive feedback. To receive feedback we need to follow a few simple rules.
In seeking feedback we need to be explicit. Make it clear what kind of feedback we are seeking. If necessary, indicate what kind we do not want to receive. The feedback from others is entirely for our benefit and if we do not indicate what we want we are unlikely to get it.
If we are receiving unsolicited feedback we still need to be specific about how we want to receive the feedback. We should not put up with poor feedback technique such as "You did well" or "You did poorly". We need to ask, "What did I do well?", and "Why was it considered to be
"If advertisers spent the same amount of money on improving their products as they do on advertising then they wouldn't have to advertise them." ~Will RogersOle Will had a point there!It amazes me when I see a product that looks limp by comparison to those next to it on the counter. I want substance, and I believe it would be safe to assume others want substance as well. Quality is substantial value.When you create a product with substantial value, high-quality speaks for itself. You don’t have to tell others how great you
Most of us recognise the feedback given to athletes as being necessary and extremely valuable to aid their performance development. The feedback is given as personal data. The data is specific. If data is not available, then controlled, documented observations are used. The feedback is related only to the goals of the athlete at the particular stage of their development.
If it is intuitively true to us that feedback to athletes that is specific, realistic, related to the goals of the person, direct and non judgemental, then why do we, as managers, struggle to give feedback to subordinates?
Perhaps part of our inability to give feedback stems from our inability to receive feedback. To receive feedback we need to follow a few simple rules.
In seeking feedback we need to be explicit. Make it clear what kind of feedback we are seeking. If necessary, indicate what kind we do not want to receive. The feedback from others is entirely for our benefit and if we do not indicate what we want we are unlikely to get it.
If we are receiving unsolicited feedback we still need to be specific about how we want to receive the feedback. We should not put up with poor feedback technique such as "You did well" or "You did poorly". We need to ask, "What did I do well?", and "Why was it considered to be
If you haven’t looked for a job recently, there are new tactics that hiring professionals are using that you should be aware of before updating your resume.Employers and recruiters increasingly rely on electronic resumes, resume posting boards and job banks to find job candidates. Resumes are either being scanned or input directly into keyword-searchable databases, and accessed when an employer inputs a keyword list of requirements that best describe the position they are seeking to fill.The database searches for keywords describing job titles, responsibilities an
If it is intuitively true to us that feedback to athletes that is specific, realistic, related to the goals of the person, direct and non judgemental, then why do we, as managers, struggle to give feedback to subordinates?
Perhaps part of our inability to give feedback stems from our inability to receive feedback. To receive feedback we need to follow a few simple rules.
In seeking feedback we need to be explicit. Make it clear what kind of feedback we are seeking. If necessary, indicate what kind we do not want to receive. The feedback from others is entirely for our benefit and if we do not indicate what we want we are unlikely to get it.
If we are receiving unsolicited feedback we still need to be specific about how we want to receive the feedback. We should not put up with poor feedback technique such as "You did well" or "You did poorly". We need to ask, "What did I do well?", and "Why was it considered to be
Trading simply means the business of finding a buyer and corresponding seller of a product and being the middleman to the exchange. You will earn a profit for the difference in the price at which you buy and the price at which you sell. It is becoming a booming business online with an increasing number of people realizing the vast potential and low investment requirements inherent to the business. However, just as many people find success at a trading business as the number that don’t, so you’d better be prepared to use your smarts and work hard. It is no gold paved highway to
If we are receiving unsolicited feedback we still need to be specific about how we want to receive the feedback. We should not put up with poor feedback technique such as "You did well" or "You did poorly". We need to ask, "What did I do well?", and "Why was it considered to be a job well done?", and "What is the impact on the organisation of doing the job the way I did it?", and "What could I do even better next time?"
We need to be aware. We need to notice our reactions, both intellectual and emotional. Particularly notice any reactions of rejection or censorship on our part. If the viewpoint from which the other is speaking is at variance with our own we should not dismiss it. Some people find it useful to partially dissociate or distance themselves in this situation and act as if they were witnessing feedback being given to someone else.
We need to be silent and refrain from making a response other than to clarify the feedback; to not even begin to frame a response in our own mind until we have listened carefully to what has been said and have considered and clarified the implications; to not be distracted by the need to explain. If we really need to give an explanation do it later after the feedback session.
To give feedback we need to consider some simple rules from the flip side of the coin.
Be realistic, directing our comments towards matters about which the person can do something. Ask people to do something different, not to be something different.
Be specific, accurate and timely, giving sufficient data based information to pinpoint the areas to which we are referring. Allow the other person to have a clear idea of what is being said about those specific areas when it is fresh in their mind.
Be sensitive to the goals of the person and not just our goals. The work was produced for a specific purpose and we should be aware of that purpose and give our views accordingly.
Be descriptive and describe our views. Don't say what we think the person should feel. Offer considered, rational views and allow the other person to accept or reject them as he or she sees fit.
Be consciously non-judgemental, offering our personal view and not acting as an authority.
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