Webvent Academy

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Feedback for Impact: Intentional Conversations. Desired Results.

Friday, April 10, 2015 1:00pm - 2:00pm EDT  
Host: Association for Talent Development
By: Pete Smith

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Performance Evaluations. Very few scheduled events can conjure up such negative emotions for both the manager and employee alike. The good news is that it doesn’t have to be that way.

An effective feedback session involves three key parts: planning, delivery and follow-up. Adequate preparation in each phase will generate the most positive outcomes. Conversely, failure to do so can be catastrophic and mortifying for everyone involved. This presentation will ensure you are prepared to deliver your feedback in the most receptive, and effective, manner.

Feedback is largely based on two key elements: interpretation and expectations. By identifying the various components of stories, as well as being aware of what we expect of others, we can recognize the possibility of multiple perspectives (even competing perspectives), as well as assessing the validity of our expectations of others. We’ll also uncover some of the major influences of the outcome, before any feedback is ever offered, and identify the importance of becoming accountable for our personal performance.

I will provide a quick overview of why the recipients often resist the feedback being delivered, and it has little to do with the person providing the feedback, and I’ll uncover one of the most effective approaches to a feedback session from both the manager and employee perspectives. We’ll also identify the most effective approach in guiding the conversation so as to create the greatest chance for receptivity. This includes not just the format of the session, but also the importance of wording.

Occasionally, those receiving feedback can become defensive. We’ll explore various defensive statements and how to best respond to them. I’ll also provide a few examples of when providing feedback becomes more damaging than beneficial.

Providing feedback effectively is one half of generating the desired results. What takes place AFTER the session is a huge key, and one that is often overlooked. This closing portion of the training will address how frequently to provide feedback and how to create sustainable shifts in people’s behavior moving forward.


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Pete Smith
Pete Smith

I really love working with people in management positions, probably because I’ve been in management for the better part of 17 years. I’m just in awe of the tremendous impact a great leader can have on those he or she leads, and I’m also aware of the devastating impact that poor leadership can have on the employees and a company as a whole. Between you and I, I prefer the former.

Regarding my own management experience, I’ll be brutally honest: early in my career, I was terrible. Seriously. I could have been a poster child for how not to manage. I was awful… until I wasn’t.  I made a conscious decision to become a rockstar leader, and I completely immersed myself in learning how to lead others effectively. For most of my career, I’ve been able to do just that. I’ve been fortunate to win awards and the teams I have led have been recognized as being among the best in their respective industries.

Whether my client is an individual or a team, whether I’m conducting a management training or coaching, my approach is fairly consistent: Inspire, motivate, listen, teach, challenge, hold accountable, add a ridiculous amount of value, and celebrate victories. It’s how I help people turn their potential into performance.


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