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Now you're ready to learn how to provide feedback with the Effective Feedback Process.
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Now you understand why giving timely and
specific feedback is so important.
0:00
You're ready to give someone feedback, but
0:05
you're not sure how to
frame the conversation.
0:07
Your delivery can have as much
impact as the message itself.
0:10
So let's review a process that will
make it simple and straightforward.
0:14
This process exists to make it easier for
you to talk with someone else.
0:21
Whether it's your manager,
your direct report, or
0:26
your peers, about expectations and
performance.
0:29
It makes doing this hard thing very easy,
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by giving you a sort of formula,
one that is safe and effective.
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So you don't have to think too
hard about what you're gonna say,
0:40
just the behaviors you
want them to focus on.
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Let's talk about why I
call this process safe.
0:48
Neutral tone.
0:52
Not a big ask.
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First of all, your tone is neutral because
the purpose is not based on emotions.
0:56
What do we want to achieve
by giving feedback?
1:02
Remember when we talked about intentions?
1:05
We're not delivering feedback with the
intention of proving that we're right, or
1:07
making the other person look bad, right?
1:12
Our purpose is to encourage
effective future behavior.
1:15
If they did something ineffective,
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you want to encourage different behavior
by providing constructive feedback.
1:21
In this course, we will refer to this
kind of feedback as redirecting,
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because this is what it does,
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redirects them to demonstrate
different behavior moving forward.
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If their behavior worked,
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you want to encourage more of
that by giving positive feedback.
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In this course, we will refer to
positive feedback as reinforcing,
1:48
because that it does.
1:52
It reinforces the behavior in the future.
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The fundamental focus is on them
doing something right in the future.
1:58
Since the conversation is about
behavior and not about you, or
2:03
them, there's no need for edge or tone
in the delivery of the message, right?
2:07
Whatever they did in the past, picture
them doing it right in the future and
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your voice will reflect that positive
picture you have in mind as you talk.
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Another reason that this
is a safe conversation,
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is that changing behavior
isn't that big of a deal.
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People do it all the time.
2:30
So asking for
a change in behavior is not a big ask.
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The main reason the feedback process
is effective, is that it's simple.
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Are you ready for it?
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Here you go.
2:45
When you do X, Y happens.
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Thank you, or can you do that differently?
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It can't possibly be this simple.
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Just three steps.
3:00
Yep, once you've begun the feedback
discussion, there are just three steps to
3:01
make sure the other person understands
what you're asking them for.
3:06
Let's talk about each step for
a moment, then review some examples.
3:10
Step one,
describing the observed behavior.
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The word behavior is key.
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This discussion is not about attitude or
intent.
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It's about behavior.
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If you tell someone,
you had a bad attitude in that meeting,
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how will they reply?
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Ten times out of ten they'll say no,
I didn't and you've lost them.
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The discussion comes to a screeching halt.
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Anytime you try to assume
the other person's intent,
3:40
they're likely to argue that you're
wrong and emotions are going to be high.
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By keeping focus on behavior, you're
opening the door to a productive exchange.
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Here's a tip for talking about behavior.
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Start the feedback by saying, when you.
3:57
This forces you to describe
the action clearly and directly.
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It makes the feedback
about their behavior and
4:05
not your interpretation of their behavior.
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It can be awkward at first, but try it.
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Step two, describing the impact.
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Once you've shared your observation of
the behavior that you want to affect, then
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you'll want to describe what impact that
behavior is having, on you and on others.
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I recommend saying something like,
here's what happens.
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By describing the impact their behavior
has, you'll make your feedback so
4:35
much more effective.
4:39
Reinforcing feedback will be meaningful,
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because you're demonstrating that you
see the impact their behavior is having.
4:44
Redirecting feedback will
also be more meaningful,
4:48
because they will be able to clearly
see what kind of change is needed.
4:52
Step three, commitment to future behavior.
4:59
The main reason we give feedback
is to change behavior, right?
5:03
How better to do that,
5:08
then describing what behaviors
should look like moving forward.
5:09
For reinforcing feedback,
the step is simple, something like thanks,
5:13
or keep it up.
5:18
For redirecting feedback,
5:20
try asking a question to get them thinking
about how they'll change their behavior.
5:21
Say something like,
can you do that differently next time?
5:26
Then give them the time and
space to figure it out on their own.
5:30
Or if they ask to hear ideas from you,
you can offer some.
5:34
Let's take a look at how this might look.
5:38
Student is taking a tech degree and
has been working hard on learning code.
5:41
They're having a slack conversation
with an instructor to ask for help.
5:45
My code is broken.
5:50
I need help!
5:51
What do you mean?
5:53
I've been working on Project 2,
and I've tried X, Y and Z.
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I still can't figure it out!
5:58
Thanks for sharing that info.
6:01
Let's try to work on that together.
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Can I give some feedback?.
6:07
Sure!
6:10
When you send a message only saying my
code is broken, it can be difficult for
6:11
me to help because I don't have enough
information to troubleshoot with you.
6:16
Can you be more specific moving forward?
6:21
Here's some more examples of the effective
feedback process and action.
6:24
Coming to meetings prepared.
6:29
When you come to a meeting prepared
with the topics you plan to discuss,
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the meeting runs smoothly and
is a good use of everyone's time.
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Thanks.
6:40
When you watch TV at your desk during
work hours, here's what happens.
6:45
People wonder whether
you are working hard.
6:50
Can you do that differently from now on?
6:52
If you or they wanna discuss ideas.
6:55
If you want to watch TV on your breaks,
that's fine.
6:59
Can you find a place away from your
desk where people will see that you're
7:03
on your break?
7:06
Let's discuss the difference between
the process I've described and
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more general praise or punishment.
7:12
Praise tends to be fairly generic.
7:17
You might notice that someone consistently
submits their monthly reports accurately
7:20
and on time.
7:24
If you say things like great job,
great work,
7:25
thank you, do they know what they did?
7:29
Is it clear that you know what they did?
7:32
Will they repeat that behavior if you
didn't tell them what you'd like them to
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keep doing?
7:39
Like praise,
punishment is ineffective, but moreso,
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punishment focuses on something in
the past about which they can do nothing.
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The single most frequent
behavior that punishment causes
7:51
is future avoidance of punishment.
7:55
People who did something wrong will
avoid punishment in the future.
7:57
It's quite possible that they'll continue
to engage in the old behavior and look for
8:01
ways to avoid you.
8:06
How many times have you engaged in a
behavior that you knew was punishable and
8:09
just worked to make sure
you didn't get caught?
8:13
To reiterate, the feedback process is
safe because it is emotionally neutral.
8:18
It's a fact according to your observations.
8:24
It is effective because it's simple.
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So it can be done ongoing.
8:30
Feedback shouldn't be saved and
used only on performance review time or
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after multiple infractions.
8:37
It's not, please come to my office,
we need to have a long talk.
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It's hey, can I share something?
8:43
The very first time you see a behavior
you want to address, whether it's good or
8:46
bad, large or fairly small,
use the process.
8:51
The more you practice, the easier it gets.
8:55
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