Giving Effective Feedback (HBR 20-Minute Manager Series)

Harvard Business Review

• Éditeur: Harvard Business Review Press
• Année: 2014
• ISBN:
  9781625275479
• Sujet: Business
• Sous-sujet: Business Skills

Whether you're dealing with a problem employee or praising the good work of a colleague, you need to communicate in a way that promotes positive change in others. Giving Effective Feedback quickly walks you through the basics of delivering feedback that gets results, including:

• Choosing the right time to talk
• Engaging in productive dialogue
• Helping both star and struggling performers
• Developing a plan for effective follow-up

Don't have much time? Get up to speed fast on the most essential business skills with HBR's 20-Minute Manager series. Whether you need a crash course or a brief refresher, each book in the series is a concise, practical primer that will help you brush up on a key management topic. Advice you can quickly read and apply, for ambitious professionals and aspiring executives--from the most trusted source in business. Also available as an ebook.

Index

ability, praising effort vs., 76

action plans, 29, 40–41, 45–53

—follow-up on, 48, 49–51

—self-assessment and, 52–53

—specifying next steps in, 45–48

appreciation, 5, 14, 45–46, 64–65, 75–76. See also positive feedback

attention, 24, 37–38

attitudes, changing, 18–19, 21–22

behavioral change, 18–19, 57–69

—action plans for, 46–48

—reinforcing positive behavior and, 49, 50, 66

body language, 37–38

boss, giving feedback to your, 66–69

calmness, maintaining, 15, 24, 40, 60, 62

career development, 5, 14

—positive feedback and, 45–46

change,

—behavioral, 18–19, 57–69

—commitment to, 48, 68–69, 77

—inability to, 9, 50–51

—factors that can’t be changed and, 15, 18–19

—implementing. See action plans

coaching, 21–22, 45–46

communication

—clarifying understanding in, 38, 39–40, 47–48, 51

—with defensive people, 60–64

—dialogue, 36–42

—example of constructive feedback, 5–6

—feedback discussions, 27–42

—fostering open, 5, 74, 78

—initiating, 32–36

—listening in, 28–29, 37, 39–40

—logistics of, 29, 32

—with noncommunicators, 57–58

—nonverbal, 37–38

—styles, 34

—two-way, 7

consequences, 47, 51

context, 7, 33

constructive feedback. See corrective feedback

corrective feedback

—action plans with, 46–48

—with your boss, 66–69

—dialogue in, 36–38, 42

—follow-up after, 49–51

—identifying the right situations for, 14–19

—planning for, 27–32

—receiving, 40–41

—signals you send in, 33

—star performers and, 64–66

—timing of, 7, 20–24

—volat...