Effectively Giving Performance Feedback Rex Gatto Gatto Associates, LLC 750 Washington Road...

Effectively Giving Effectively Giving Performance Feedback Performance Feedback

Rex GattoRex Gatto

Gatto Associates, LLCGatto Associates, LLC

750 Washington Road750 Washington Road

Pittsburgh PA 15228Pittsburgh PA 15228

412-344-2277412-344-2277

rexgatto.comrexgatto.com

ReferencesReferences

This presentation is based on the books:This presentation is based on the books:

Smart Manager FAQ Smart Manager FAQ

by Rex Gattoby Rex Gatto

21 Indisputable Qualities of a Leader 21 Indisputable Qualities of a Leader

by John Maxwell by John Maxwell

Mentoring Process for CPA/CAsMentoring Process for CPA/CAs

By Rex GattoBy Rex Gatto

OverviewOverview

• Defining FeedbackDefining Feedback

• Feedback and DevelopmentFeedback and Development

• How motivation plays a part in LeadingHow motivation plays a part in Leading

• Motivational StrategyMotivational Strategy

• Identifying Motivational FactorsIdentifying Motivational Factors

Intro to FeedbackIntro to Feedback

•Feedback: Feedback: comments in the form of comments in the form of opinions or insights about a person’s opinions or insights about a person’s present way of acting or responding present way of acting or responding to something, intended to provide to something, intended to provide useful information for future useful information for future behavior, response, decision making behavior, response, decision making and or self developmentand or self development..

Jack WelchJack Welch

• "When people make mistakes, the "When people make mistakes, the last thing they need is discipline”.last thing they need is discipline”.

• " Restoring self-confidence and " Restoring self-confidence and encouragement is more effective encouragement is more effective than discipline to prevent more than discipline to prevent more serious events resulting from a serious events resulting from a mistake”mistake”

Six Types of FeedbackSix Types of Feedback

1.1. EvaluativeEvaluative: judgment about the person : judgment about the person (worth or goodness; negative)(worth or goodness; negative)

2.2. Interpretive: Interpretive: paraphrasing back what was paraphrasing back what was said or done (what you think was said)said or done (what you think was said)

3.3. Supportive: Supportive: supporting the other person in supporting the other person in some way ( your did a great job!)some way ( your did a great job!)

4.4. Developmental: Developmental: helping the person change helping the person change a behaviora behavior

5.5. Probing: Probing: Asking questions to find details Asking questions to find details (Listening)(Listening)

6.6. Understanding: Understanding: what was said and the what was said and the intentionintention

Six Types of FeedbackSix Types of Feedback

What type of feedback are generally utilized in What type of feedback are generally utilized in your firm?your firm?

Why is feedback given?Why is feedback given?

Feedback and PurposeFeedback and Purpose

1.1. TimingTiming: giving immediate or timely feedback while the : giving immediate or timely feedback while the person is mindful of the situationperson is mindful of the situation

2.2. Amount: Amount: Do not try to fix everything, usable and applicable Do not try to fix everything, usable and applicable (what the person can use don’t overwhelm “just enough”)(what the person can use don’t overwhelm “just enough”)

3.3. How: How: delivery written (review notes), verbal, email, text delivery written (review notes), verbal, email, text messagemessage

4.4. Individually/Group: Individually/Group: specifics on work and enhancement - specifics on work and enhancement - individually, if it is a good job and benefit the group – exampleindividually, if it is a good job and benefit the group – example

5.5. Focus: specifics on: Focus: specifics on: - task (errors), action (behavior), - task (errors), action (behavior), technologytechnology

6.6. Align to GoalAlign to Goal: compare action taken to goal achievement: compare action taken to goal achievement

7.7. Expectations: Expectations: discuss actions the person should takediscuss actions the person should take

Job-related FeedbackJob-related Feedback

Four Stages of Four Stages of FeedbackFeedback

SARA

People do not have to go through all 4 stages

Coaching-FeedbackCoaching-Feedback

To create consistency within the firm, people should have a clear understanding as to the motivational, behavioral actions they will take and what level of performance is needed.

Behaviors are discussed (debrief): highlights, strengths, and areas for development.

Candid FeedbackCandid FeedbackFeed ForwardFeed Forward

The coaching process creates a mechanism for candid feedback that can support leadership, followership and teamwork, effectiveness and level of skill needed to accomplish individual, department/niche and firm goals

Behavior PatternsBehavior Patterns

Implementing the feed-forward process for people is most effective in establishing the behavior patterns needed to sustain your firm now and in the future. The feedback process creates your firm’s culture.

Common LanguageCommon Language

Creates a common language for development by identifying the level of functional performanceIdentifying the right actions and enhancement areas Creates firm consistency through a process that supports development.

Feedback MistakesFeedback Mistakes

Only when things go wrongDrive by praise (in passing)Below expectationsLong after the factNot me – the boss/partner saidEmail feedbackCorrective feedback in public/No suggestionsNo Follow upNo regular feedback meetings

Feedback TipsFeedback Tips

Be proactive and accessible

Be Specific and clear

Develop a Progress Plan

Link performance to organizational goals

Discussion on implementation

FeedbackFeedbackA process, involving staff and firm leaders that supports individual growth, which leads to firm growth.

Feedback BiasesFeedback Biases• Central Tendency - all the sameCentral Tendency - all the same

• Contrast - comparing to each otherContrast - comparing to each other

• Cultural noise - tell you what you want to hearCultural noise - tell you what you want to hear

• First Impression - like or dislikeFirst Impression - like or dislike

• Gut Feeling – intuitionGut Feeling – intuition

• Halo - like one characteristicHalo - like one characteristic

• Harsh - dislike one characteristicHarsh - dislike one characteristic

• Knowledge-of-predictor - high low score on Knowledge-of-predictor - high low score on assessment testassessment test

• Leniency - easy goingLeniency - easy going

• Negative emphasis – negatives outweigh positivesNegative emphasis – negatives outweigh positives

• Nonverbal - body languageNonverbal - body language

FOCUSFOCUS

Focus on key issuesOffer opportunities for developmentCreate care and empathyUnderstand and have unconditional acceptanceSupport strengths

Establishing the Mentoring Establishing the Mentoring EnvironmentEnvironment

Environment cannot be thought of as simply the place where meetings occur. Instead, the mentoring environment includes behaviors, attitudes, ground rules, styles of input, support and feedback, and motivational development.

Establishing the Mentoring Establishing the Mentoring EnvironmentEnvironment

ClimateIt is essential for you to create a

warm and supportive environment

InputEach of the mentees will receive

feedback of some type identifying strengths and opportunities for

development.

Establishing the Mentoring Establishing the Mentoring EnvironmentEnvironment

SupportYou need to be a supportive

sounding board. Don’t “tell” … listen. Your job is to pull out, not

push in ideas.

Feedback – Feed ForwardYou need to work with the end in

mind, knowing what the developmental goals of the mentees

are. .

What Motivated YOU whenWhat Motivated YOU when

As a new employee?

As a seasoned employee?

Motivates employees NOW?

Motivates your peers?

Performance = Ability Performance = Ability XX Effort Effort

Catch people doing something rightOpportunity for developmentSupport growthStrengthen the person’s styleListen – to their point of viewRealisticSupport achievementChallenge(Ken Blanchard) (Dale Carnegie)

Performance = Ability Performance = Ability XX Effort Effort #2#2

Meet ResponsibilitiesWIIFMInvolvementSelf EsteemTake risksHonest relationshipRecognitionCommitment

Motivation Through Motivation Through Performance AppraisalPerformance Appraisal

Phase I - Set the ground rulesPhase I - Set the ground rules

Phase II - Give feedbackPhase II - Give feedback

Phase III - Identify strengths & Phase III - Identify strengths & opportunities for developmentopportunities for development

Conclusion - Ask for agreed-upon-Conclusion - Ask for agreed-upon-goals; ask how the person feelsgoals; ask how the person feels

RewardsRewards

What is rewarded and recognized, people What is rewarded and recognized, people will move toward and become!will move toward and become!

Why Working Associates Are Why Working Associates Are MotivatedMotivated

Trust & Respect

Important Job

Deserved Praise

Support

The behaviors rewarded today are the very behaviors that associates will develop for

tomorrow

How to Give Praise and How to Give Praise and ReprimandReprimand

•State the issuesState the issues•Identify and focus Identify and focus

on factson facts•Discuss resultsDiscuss results•Focus on individual Focus on individual

employee onlyemployee only•Listen without Listen without

rebuttalrebuttal

Why Praise and Why Praise and ReprimandReprimand

•Why do you Praise?Why do you Praise?

•Why do you Reprimand?Why do you Reprimand?

MotivationMotivation

• Opportunity + Opportunity + desire + abilitydesire + ability

• Identify what you Identify what you want to accomplishwant to accomplish

• Be realisticBe realistic

• Identify your biasIdentify your bias

• Give yourself and Give yourself and others recognitionothers recognition

• ActAct

• Have courageHave courage

• Communicate on the Communicate on the level of the listenerlevel of the listener

• Answer what is in it for Answer what is in it for youyou

• Identify the trade-offsIdentify the trade-offs

OarsOars

OARS

Development of Present and Development of Present and Future LeadersFuture Leaders

Feedback as a developmental process to support individual growth.

What are you doing right:catch them doing ittell them and reward them for doing it

Leadership Styles that Leadership Styles that MotivateMotivate

Utilizing the appropriate style and level of leadership motivates and encourages the followers.

Self Development - Self Development - FeedbackFeedback

Work with the end in mind.Work with the end in mind.

Listen first—collect Listen first—collect information—then respond information—then respond (talk second).(talk second).

Ask the right questions; don’t Ask the right questions; don’t give answers.give answers.

Be a multiple service Be a multiple service provider.provider.

Be flexible.Be flexible.

Challenge your own thoughts.Challenge your own thoughts.

Self Development #2Self Development #2

Self-worth is not based on Self-worth is not based on what you do.what you do.

Learn to effectively deal with Learn to effectively deal with uncertainty.uncertainty.

Maintain a sense of humor.Maintain a sense of humor.

Enjoy change.Enjoy change.

Look for alternatives rather Look for alternatives rather than a single solution.than a single solution.

Leaders know when to follow Leaders know when to follow and let goand let go..

Rewards and MotivatorsRewards and Motivators

Is the Reward Process:

Equitable and fair; does it reward what you want people to continue to do by way of performance, attitude, communication, and client relationship?

Able to identify the performance level and quality of the work you want people in the future to strive to attain?

Going to be presented in such a way as to motivate all employees, pointing out the appropriate people for their contributions?

Rewards and Motivators Rewards and Motivators #2#2

Is the Reward Process:

Going to lead the partners/managers/staff to rely on one another and build a team or departmental approach you want to reinforce as a firm?

Going to reward successful or appropriate behavior and performance with the client?

Motivational Motivational DevelopmentDevelopment

Key to firm success is to ensure people are in a growth and developmental process

Focus is on skills, behaviors and needed technical knowledge

There is demonstrated and measurable growth each year

OutcomesOutcomes

What are the outcomes for the

firm if partners and managers give

effective Feedback?

SummarySummary

Challenge yourself

To be the BEST VERSION of a leader that you can

Are you the best version of YOU?