Giving Feedback to the Uninterested Recipient: A Manager's Guide - Leaders Letters July 2007

Leaders Letters A Leadership Resource

Edition 2. July 2007

Giving Feedback to the Uninterested Recipient: A Manager’s Guide Source: Skillsoft Corporation; Skillsoft Job Aid Series, copyright 2005 1. Secure active engagement.

Action: This may require a level of persistence on your part.– you may need to “draw out” information. Start your feedback by asking the person to tell you how he sees his performance. You must continue to secure the active engagement of recipient through the instance of giving feedback.

2. Describe the behavior.

Action: This will involve describing in detail the behavior you have observed and linking it to “the need to meet standards.”

3. Describe the impact.

Action: Describe the impact of the action making particular reference to the impact of the recipient’s actions on their colleagues.

4. Agree on the actions.

Action: Get them involved in deciding what action to take. This is important with someone who is uninterested in your feedback as it almost forces them to talk. It is imperative that you secure a commitment to act from the recipient and agree to frequent follow up meetings to check on progress.

Speakers Share Experiences to Help Leaders Support Employees Managers can help employees to be more focused and engaged by following three simple steps.

Carol Gabanna, a facilitator and educator who works with Holland College advised leaders to; • • •

Clarify expectations with employees, and be specific.

Communicate expectations to employees.

Confirm the employee understands what is expected. Ask them to repeat the expectation

and ensure they got your message.

According to Gallup Research, only one third of employees report they are engaged at work.

Gabanna says research shows the number one reason given by employees for lack of engagement is they do not know what is expected of them at work.

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PAGE 2/ Leaders Letter, July 2007 “You don’t pay people to guess what you want them to do,” says Gabanna. She challenged managers to return to the work sites and begin to clarify expectations with employees. Gabanna recommends that leaders communicate continuously with employees about their expectations.

HRA Associate and Partner Michelle Dorsey spoke on accountability and why accountability is important to maintain a healthy organization, meet statutory mandates and expectations.

She offered advice to help managers to identify and address the specific needs of employees.

While each employee is unique, Dorsey recommends addressing all issues with employees without delay for the greatest impact.

In every case, she advises managers to balance the need for accountability with creative dissent.

“When expectations are clear, and lines of communication are open, accountability becomes less elusive,” said Dorsey.

Ceridian Canada Charlottetown Centre Manager Peter Barrett spoke about employee engagement and performance drivers. Ceridian offers classroom and e-learning opportunities for public servants including a Management Essentials program with a focus on performance drivers. A course calendar and course descriptions are available on the new PSC Learning and You page http://iis.peigov/dept/psc/learning/pdf/ calendar.pdf.

Make a list of what is important and follow it to be the leader you want to be. It’s what Pat MacDonald did during the summer of 2005 when he says he faced his greatest challenges as a manager. Pat shared his 4-point personal philosophy which included focusing on the

client, meeting the needs of the client and balancing work and family. His insightful and humorous presentation was inspirational and should encourage others, if they haven’t already to make their own list. Pat is a Coordinator with the Social Assistance and DSP Programs. He has managed people since 1995.

Management Satisfaction.

Making things better. Creating space for great work.

That’s why I am here.

– Lisa Haneberg, Management Craft Blog, Author, Poet.

Leaders Letters are produced by the Human Resource Team of the Corporate and Finance Division and distributed to members of the Senior Leaders Group. For more information contact 894 0304.