How to Provide Performance Feedback that Rocks!

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Performance Feedback Performance Feedback and Goal Setting for Sales and Goal Setting for Sales TeamsTeams销售团队的绩效反馈及目标销售团队的绩效反馈及目标设定设定

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What are your key challenges in giving performance feedback and setting goals for your team? 你在为团队进行绩效反馈及目标设定的时候遇到哪些主要挑战？

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Elements of Sales Supervisors’ Competencies 销售主管的核心技能• Overview of Sales Supervisors’ Competencies

回顾销售主管的核心能力• How to conduct performance reviews and Feedback

如何进行绩效评估与反馈• Using the seven dimensional thinking to conduct perf

ormance reviews and feedback 使用七维度思考进行绩效评估与反馈

• Empowering Your Team Using CLEAR Goals 设定 CLEAR 目标以授权于团队

• Goal Setting Exercise 目标设定练习

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Elements of Sales Supervisors’ Competencies 销售主管的核心技能

• Overview of Sales Supervisors’ Competencies回顾销售主管的核心能力

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Competencies of Sales Supervisors销售主管的核心技能

• Teaching in a structured setting有系统地教导销售人员

• Joint Calls 陪访客户• Structured, results oriented management

系统性地管理绩效• Coordinates sales support process with other d

epartments 与其他部门协调工作• Cost Conscious 成本意识• Take initiative, new ideas 积极主动、创新思维• Actively seek customer feedback

积极索取客户反馈

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How would you rate yourself as a Sales Leader?如何评估你的销售领导能力？

• Rank the above factors from most to least important to your job按照你的工作性质，给以上论点按照重要性顺序排列

• Choose the most important 3-4 competencies for the next exercise选择其中 3-4 项作为下一个活动的要点

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Competencies of Sales Reps销售人员的核心技能

• Identifies target customers / qualified prospects认定目标客户、合格的潜在客户

• Develops comprehensive product knowledge & application process能够充分了解产品知识及运用流程

• Closes through passion for the products / services / brand充满激情地完成销售

• Joint sales calls with customers staff与客户的员工进行终端客户陪访、演示

• Presentation / Training for customers staff为客户的员工进行演示或培训

• Structured customer development plan 系统性地开拓客户

• Promotes customers relations by soliciting feedback积极获取客户反馈以促进客户关系

• Problem solving / solution provider 为客户解决问题• Communicating effectively internally 有效进行内部沟通• Focus on quantitive customer / project results and reports actively

专注于可量化的绩效及报告

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Elements of Sales Supervisors’ Competencies 销售主管的核心技能

• Competencies of Sales Supervisors销售主管的核心技能

• How to conduct performance reviews and Feedback如何进行绩效评估与反馈

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Process Issues-流程问题1. Should conversation include Money?

“ ”谈话是否应当包括金钱？2. Should conversation include Goals?

“ ”谈话是否应当包括目标？3. Should we conduct Self-Appraisals?

“ ”我们是否应当进行自我评价？4. In what order should we conduct our

conversations?我们进行谈话时应当依据什么顺序？

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Talking About Money & Goals有关金钱和目标的对话• Your organization‘s process drives the correct

answer 你的公司流程可以促成正确答案• Ideally, money conversations & goal conversations

are separate from performance appraisal conversations理想情况是，金钱谈话和目标谈话与绩效考核谈话是分开进行的‒ Yes, that means 3 separate conversations

所以，这意味着 3 次单独谈话

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• Get money out of the way before you discuss performance在你谈论绩效之前，请把金钱撇到一边

• Save goal-setting until the end of the conversation

• 讨论结束后再进行目标设定• Remember: Performance is totally within the empl

oyee’s control. Money and goals can both be impacted by the outside world.请记住：绩效完全是由员工控制的。金钱和目标均可能受到外部因素的影响。

Talking About Money & Goals有关金钱和目标的对话

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What About Self-Appraisals?自我评价如何？• Your company determines the

correct approach你的公司确立正确策略

• Self-appraisals do work自我评价发挥作用

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• “Proudest Moments” List-“ 最自豪时刻”清单 — Ask for list of their proudest moments from the p

ast year (do not ask for biggest failures)向他们征询过去一年“最自豪时刻”清单（不询问最大的失败）

— Avoids embarrassing omissions by Manager 避免谈及经理令人尴尬的疏忽行为

— Signals the likely “emotional tone” of the meeting传达会议可能的“基调”

What About Self-Appraisals?自我评价如何？

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How to Count Self-Appraisals如何看待自我评价• Write your evaluation first…

…首先撰写你的评价… then look at the employee’s self-appraisal…然后看相关员工的自我评价

• Make sure you have your own information with which to evaluate the employee’s performance确保你自己掌握可用来评估员工绩效的相关信息

• Use their self-appraisal to fill-in holes, but not to replace your review利用员工的自我评价来查漏补缺，但不能替代你的总结

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What’s the Correct Order?正确顺序是怎样的？• Start with high performers…

…首先从绩效优秀的人员开始 … then middle performers … 然后是绩效中等的人员 … then low performers. 再者是绩效不佳的人员

• Builds your momentum 建立势头

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• Protects your high and middle performers fro

m “toxicity” emanating from low performers保护绩效优秀和良好的人免遭绩效不佳人员的“攻击”

• “Soften-up” and prepare low performers before you have your conversation在谈话之前，“软化”和准备面对绩效不佳人员

What’s the Correct Order?正确顺序是怎样的？

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Core Content: Objectivity核心内容：客观性

• Objective means: Verifiable & ObservableIt does NOT mean just Quantifiable客观性意味着：可以验证和观察它不意味着仅可量化

• Attitude can measured by verifying and observing behaviors (verbal language, body language, etc.)态度的评测可以通过验证和观察行为（口头语言、体态语言等）

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• Great organizations like Southwest, Ritz-Carlton, Commerce Bank regularly assess attitudinal issues像 Southwest 、 Ritz-Carlton 、 Commerce Bank 等大机构定期评估态度问题

• Too many managers mistakenly avoid tackling attitudinal issues because their definition of objective is distorted很多经理会错误地避免考虑“态度”问题，这是因为他们曲解了“客观”这一定义。

Core Content: Objectivity核心内容：客观性

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Core Content: Specificity核心内容：特异性

• Have details ready to use when giving feedback当提供意见时，应当准备好详细信息

• Avoid the use of absolutes避免使用绝对化措辞‒ Never, Always, etc.‒ 从不、总是等

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• Managers are at extra risk of using “absolutes” when…经理在如下情况下，使用“绝对化措辞”是极其危险的…

• Using boilerplate comments (or phrase books, etc.)使用标准化评语（或惯用语等）

• Managers get angry during conversations with low performers and difficult personalities经理与绩效不佳的人以及“有个性”的人谈话时发怒

Core Content: Specificity核心内容：特异性

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Core Content: Candor核心内容：坦诚• The truth is the truth…真理就是 …真理Don’t fudge or inflate the scores and commentary不要捏造或夸大得分和评价

• You only control Your Message……你仅能控制你的信息

… you cannot control Their Reaction…你不能控制他们的反应

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Core Content: Emotions核心内容：情绪• Conduct meetings when your emotional

reserves are sufficient当你情绪饱满时，召开会议

• H.A.L.T. Approach H.A.L.T. 策略 — — Hungry 饥饿 —— Angry 愤怒 —— Lonely 孤独 —— Tired 疲劳

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High & Middle Conversations优秀和中等业绩谈话• This should be a motivating conversation这应当是一次激励性谈话

• The risk is turning this into a conversation to be dreaded and feared风险就是使谈话变得令人恐惧和害怕

• Step 1: Common Courtesy 步骤 1：普通的礼貌

• Offer a drink 提供饮料• Thank them for coming in 感谢他们的到来

• Etc. 等等

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• Step 2: Acknowledge the Awkwardness 步骤 2：承认尴尬

• Disarms them 使他们放松情绪• Acknowledges the obvious 承认显而易见的事实

High & Middle Conversations优秀和中等业绩谈话

Sample Script( 参考例句 ): “I know these conversations can be awkward, and that can make us rush through them. But this is an important conversation. So let’s take our time, set the awkwardness aside and really give this conversation its due.” “我知道这类谈话可能令人尴尬，同时也使我们感到仓促。但这是一次重要谈话。那我们抓紧时间，消除尴尬，进入谈话正题。”

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• Step 3: Describe the Purpose 步骤 3 ：阐明目标‒ Use your company’s purpose. If you don’t have

one……使用你公司的目标。如果没有的话

‒ Sample Script （参考例句） : “The purpose of our meeting is to Review where we’ve been, Make any course corrections and Work together to best leverage your talents.” “我们会面的宗旨是总结我们的过往工作，修正

” 工作方向，齐心协力，充分发挥你的聪明才智。


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• Step 4: Say “Thank You” 步骤 4：致谢‒ Lowers their guard and opens them up消除其戒备心理，使他们敞开心扉

‒ Sample Script （参考例句） : “Before we progress too much further, I just want to say thank you for the job you do. I probably don’t say it often enough, but thank you.” “在我们深入交谈之前，我首先要感谢你的工作。虽然我也许没有经常表达我的谢意，但我还是要真

”诚表示感谢。


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• Step 5: Get Specific 步骤 5 ：具体化‒ Pull 1-3 items from your performance appraisal

specifics and add that to your “thank you”从你的绩效考核具体细节中选取 1-3条，加深你

“ ”的谢意‒ Sample Script （参考例句） :

“Specifically, thank you for…“ “ …具体说来，感谢你 ”

Specific #1 具体细节 1 Specific #2 具体细节 2

‒ Effective praise consists of thanking the recipient for the specific behaviors you want to see repeated富有成效的赞美包括感谢对方不断做出你希望看到的具体行为


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Positive Reinforcement正面强化

“Great job on that report” “ 报告做的很棒”

vs.

“The way you got that report done ahead of schedule means a lot to me and the customer

and the extra data analyses were really creative.”

“你提前完成报告对我意义重大，客户及附加数据分析确实颇具新意。

“Thanks for the feedback” “谢谢你的意见”

vs.

“When you pointed out how the client would like those extra data analyses, that really turned the presentation. And the fact that you offered that insight a full week before the presentation made sure we co

uld do justice to it. Thank you again.” “当你指出客户要求这些附加数据分析时，它们实际上改变了报告内容。你提前整整一周向我们提出该意见确保我们可以对报告做出适当处理。

再次深表感谢。”

Positive Reinforcement正面强化

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• They will repay your “thanks” and compliments with increased critical self-awareness and lowered defensiveness

他们将通过增强重要的自我意识和降低“ ”防御心理，来回报你的感谢和赞赏。


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• Step 6: Turn the Conversation Over to Them步骤 6 ：将谈话主导权转给他们– Put the onus back on them and encourage their responsibility把球踢给他们，鼓励他们讲话

– Help them evaluate their performance more honestly帮助他们更加坦诚地评价其绩效

– Sample Script （参考例句） : “Before I get too far along, I’d like to hear from you. Why don’t you tell me how you thought this year went…”“ 在我侃侃而谈之前，我希望倾听你讲一讲。你何不谈谈你认为这一年的情况如何…”


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What about constructive feedback?建设性意见如何？I.D.E.A.L.S.

•Step 1: Invite them to partner 邀请他们携手合作•Step 2: Disarm yourself 缓和你的个人情绪•Step 3: Eliminate blame 消除责备•Step 4: Affirm their choices 肯定他们的选择•Step 5: List corrective feedback 列述正确意见•Step 6: Synchronize your understanding使你的认识同步

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Invite them to partner邀请他们携手合作

• Would you be willing to have a conversation with me about _______________________ 你是否愿意和我谈 _________________ 的相关事宜‒ Keep third-person 保持第三人称‒ Avoid the word “you” 避免使用“你”‒ Avoid any attacks or judgments避免任何攻击性或判断性措辞

‒ Would you be willing to have a conversation with me about why you’re such an idiot?你是否愿意和我谈谈你为什么这么傻啊？

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Disarm yourself缓和个人情绪

• I’d like to just review the situation to make sure I’m on the same page as you.我希望回顾一下相关情况，以确保你我观点相同。‒ You’re taking responsibility for getting on the

same page as them and truly understanding their perspective

– 你有责任和他们的观点达成一致并真正理解他们的观点

‒ You’re not blaming them for not being on the same page as you

– 你不会因其与你的观点相左而责备他们

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Eliminate blame消除责备

• And if we have different perspectives, we can discuss those and develop a plan for moving forward.如果我们的观点不同，我们可以对其探讨并制定携手同行的计划。‒ You’re not presuming there's a fight coming你没有主观臆测将发生争执

‒ You’re not presuming that they’re going to be wrong 你没有主观臆测他们将犯错误

‒ You’re telling them that you’re not going to attack them for being wrong你告诉他们你不会因其错误而攻击他们

‒ It’s a blame-free way of saying “we see things differently”

“ ”零责备的说话方式就是我们对事物的看法不同

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Affirm their choices肯定他们的选择

• Does that sound ok? 这是否听来不错？

‒ You’re testing to make sure they’re feeling ok and that their walls are still down你进尝试确保他们感觉不错且无戒备

‒ You’re giving them some control and thus easing their anxiety你给他们少许控制，从而缓解其焦虑

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List corrective feedback列述正确意见

• In last week’s client meeting you made 2 comments to which the client reacted anxiously and 1 to which he reacted angrily. Specifically, the comments were “XXXXX”.在上周的客户会面中，你的 2条评价令客户感到很焦虑， 1条评价令客户感到很生气。具体说来，这些评

“价包括 XXXXX”。‒ You’re keeping the facts Candid, Objective, Specific,

Timely, Unemotional, Independent, Blame-free你陈述的事实公正、客观、具体、及时、冷静、独立且无责备

• Here’s why I think he reacted that way……下面是我认为他为何做出如此反应的原因

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Synchronize your understanding使你的认知同步

• Tell me how you think we can work together to build on this and make things even more effective next time请告诉我你认为我们如何在下次在此基础上携手合作使结果更富成效。

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I.D.E.A.L.S.

• Step 1: Invite them to partner 步骤 1 ：邀请他们携手合作

‒ Would you be willing to have a conversation with me about ______

– 你是否愿意和我谈谈 _______________________ 的相关事宜

• Step 2: Disarm yourself 步骤 2 ：缓和个人情绪

‒ I’d like to just review the situation to make sure I’m on the same page as you.

– 我希望回顾一下相关情况，以确保你我观点相同。• Step 3: Eliminate blame

步骤 3 ：消除责备‒ And if we have different perspectives, we can discuss

those and develop a plan for moving forward.如果我们的观点不同，我们可以对其探讨并制定携手同行的计划。

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I.D.E.A.L.S.• Step 4: Affirm their choices 步骤 4 ：肯定他们的选择‒ Does that sound ok? I can talk now or if necessary I have time later today?这是否听来不错？我可以现在探讨，或者如果必要，我今天稍晚找时间是否可以？

• Step 5: List corrective feedback步骤 5 ：列述正确意见

‒ In last week’s client meeting you made 2 comments to which the client reacted anxiously and 1 to which he reacted angrily. Specifically…在上周的客户会面中，你的 2 条评价令客户感到很焦虑， 1条评价令客户感到很生气。具体说来 ...

• Step 6: Synchronize your understanding步骤 6 ：使你的认识同步

‒ Tell me how you think we can work together to build on this and make things even more effective next time”请告诉我你认为我们下次如何在此基础上携手合作使结果更富成效。

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Low Performer Conversations与业绩不佳人员的谈话

0% ATTITUDE 态度 100%

0%

S

KIL

LS

技能

100%

TalentedTerror有才华的讨厌之人

LowPerformer

Bless TheirHearts

MiddlePerformer

High Performer

优秀业绩人员

绩效不佳人员由衷地祝福

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5 Conversations to Avoid需要避免的 5种谈话

1. Attacking 攻击2. Disintegrating 分裂3. Shirking 卸责4. Soft-Pedaling 淡化5. Compliment Sandwiches三明治式的恭维

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• Skip small talk and jump right in……跳过寒暄，直接切题

‒ Sample Script （参考例句） :

• “We need to discuss your performance and the news isn’t good.”

”我们需要讨论下你的绩效，消息不太妙。• “Right now your performance is unacceptably

low”“ 你目前的绩效不佳，令人难以接受”


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• Sample Script （参考例句） :

• 3. “I believe you can elevate your performance, IF you’re willing to make the choice to do so.” “ 我相信你可以改善你的业绩，条件是你愿意这样做”

• 4. “Let’s now talk about some of the specifics…”“我们现在谈谈一些具体细节…”


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When Low Performers Disagree

Say “Tell me more about that…”

Listen to their response

Repeat their words: “Let me make sure I got this. I heard you say… Is that right?”

Say “ I appreciate your honesty. I actually see things differently. Let me give you some examples…”


Got it right?

YES

“Let me try again… I heard you say… Is that right?”


NO

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当业绩不佳的人员不同意时说 “我愿闻其详…”

倾听他们的反应

重复他们的话：“让我确保我明白其意思。我听到你说 ... ”对吗？

说“ 我欣赏你的诚实。我实际上有不同意见。让我给你举些例子…”


明白了吗？

是的

“让我再说一遍… 我听到你说… 对

”吗？


不是

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• Scenario 1(情景 1)：• “It seems like you’re having a tough time

dealing with this. This is a tough topic. Would you like 5 minutes to compose yourself?”“看起来你在该方面困难重重。这是一个棘手话题。你是否愿意花 5 分钟时间使自己冷静下

”来？

• Scenario 2:End the meeting.情景 2 ：结束会面

• “It’s clear to me you can’t continue. We’ll continue this meeting at another time. And I’ll be asking a member from HR to join us.”“我明白你不能继续谈话了。我们另择时间再继续会面吧。我将邀请人力资源部成员加入我们

”的会面。


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Low Performer Conversations与业绩不佳人员的谈话• What about extenuating circumstances?情有可原的情况是？

• The score is pure and must be kept truthful得分不能掺假，必须保持真实

• Commentary can be used to context specific situations and/or extenuating circumstances评论可以用作特定情形和 /或情有可原情况的背景

• If it’s consistent with your policies, let employees add commentary如果它符合你的政策规定，让员工添加评论

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Using the Seven Dimensional Thinking in Sales Coaching用 7 维度思维做销售辅导1. Establish a common objective or goal

设立共同目标2. Present the facts呈现事实

3. Look for the positives看到对方的优点

4. Address mutual concerns致力于共同关心的问题

5. Seek innovative, win-win solutions找出创新的、双赢的解决方法

6. Empathise each other’s feelings理解彼此的感受

7. Mapping the next steps筹划下一步

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Establish a common objective or goal设立共同目标

• Defines common purpose and objectives 拟定共同目标

• Seek for common ground找寻共识

• Sets the agenda 拟定议程

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Present the facts呈现事实

• Information we know 已知信息• Information we would like to know o

r missing 未知并想知的信息

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Look for the positives看到对方的优点

• Give recoginition when it's due给于对方肯定

• Show gratitude 表示感激• Look to the future 展望未来

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Address mutual concerns致力于共同关心的问题

• Raise and address negative consequences, potential risks and downsides提出负面后果、潜在风险以及缺点

• Seek to resolve problems, rather than to just state the problems保持积极向解决问题的心态，而非仅仅提出问题

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Seek innovative, win-win solutions找出创新的、双赢的解决方法

• Seeks alternatives and possibilities 探索不同的可能性

• Can be creative 可以是富有创意的

• Be bold 可以大胆尝试

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Empathise each other’s feelings理解彼此的感受

• Permission to express feelings允许表达感受

• Represents feelings right now提出你目前的感受

• Keep it short 简短• A key ingredient to moving forward做下一步推行的重要元素

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Mapping the next steps筹划下一步

• Summarizes and concludes 作总结

• Deciding the next steps 拟定下一步

• Ensures that the commitments are observed 确保双方遵守承诺

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Role Play with Real Performance Reports真实绩效评估演练

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Interpreting Your Performance Reports 译释你的绩效报告

• What are the facts? 有哪些事实？

• What are the specific positives? 有哪方面具体是利好的？

• What are the specific negatives? 有哪方面具体是不利的？

• What is our next course of action?我们下一步该怎么做？

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CLEAR GoalsCLEAR 目标

• Challenging 有挑战的• Limited by Time 有时限的•End Objective

最终目标、预期结果•Agreed Upon/ Animated 获得共

识、认同 / 戏剧性的• Required 必须的

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As Projects progress different Team Roles are required 项目进程中，团队角色的不同需求

Ideas 点子

Plans计划

Contacts联系

Organization组织

Follow through 跟进完成

Identify goals 确定目标 Shaper 鞭策

者Co-ordinator 协调者

Plant 智多星Resource Investigator 外交家

Monitor Evaluator审议员

Specialist专业师

Resource Investigator外交家

Teamworker凝聚者

Implementer执行者

Co-ordinator 协调者

Completer Finisher 完成者

Implementer执行者

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• Goal Setting Exercise 目标设定练习

Goal Setting Exercise 目标设定练习• Think of a Goal that you would like to achieve

with your team 设想一个你要跟自己团队共同取得的目标– What is the End Objective?

最终目的是什么？– Why is it Required?

为什么我们必须达到？– How to make it Challenging

如何增加其挑战性？– When must you achieve it?什么时候必须完成？

– How can you get buy in to Agree-Upon如何获得共识？

– What are the Animated Steps to achieve it?需要什么生动的步骤？ 64

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Action Planning 行动计划

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What Next?下一步该怎么做？

• What should I do more of?我们哪方面应该多做一些？

• What should I do less of? 我们哪方面应该少做一些？

• What should I start doing?我们该开始做什么？

• What should I stop doing?我们该停止什么？

• What shall be my action steps now?我的行动计划将是什么？

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Q&A

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