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How to Give Feedback to Employees: 7 Tips for Success

by | Apr 16, 2024 | Communication, Conflict, Engagement, Positive Feedback, Recognition

Feedback for employees: 7 tips for success

In the workplace, the ability to provide constructive feedback is one of the most important tools at a manager’s disposal, giving them the power to shape not only an individual’s performance but also the performance of their department or organization as a whole. However, like many aspects of managing people, providing input is an art that takes practice. To get started, here are some essential tips for how to give feedback to employees.

1. Recognize the impact of feedback

Understanding the value of feedback is the first step in delivering it effectively. It’s easy for busy managers to neglect feedback when they don’t understand the impact their words can have on their team members. We’ve all had feedback – good and bad. Take a moment to reflect on the impact feedback has had on your development. The right feedback at the right time can be so powerful on someone that it may inspire them to change their career, or their whole life. It’s hard to push feedback to the back burner when you’re aware of its potential for profound change.

2. Find their feedback style

Just as people have their preferred communication styles, they have different preferences when it comes to receiving feedback. While some may be energized by public praise, others may be embarrassed by it. How can you tell which style your employees prefer? It’s simple – ask them. And the earlier you do it in the relationship, the better. As part of a new employee’s onboarding process, make sure to ask, “How do you like to be recognized?” This will help your team members – and you – feel more comfortable during the feedback process.

3. Choose the right time and place

The environment in which feedback is delivered can make or break its reception. Choose an appropriate setting. “Praise in public, correct in private” is a safe mantra to follow.

Also, keep in mind the timing of feedback is crucial. Don’t put it off. Address situations promptly while the details are still fresh in everyone’s mind. Whether it’s positive reinforcement or constructive criticism, try to deliver it as soon as possible after the behavior or action. “Catch them in the act,” as the saying goes, to reinforce the performance (or eradicate it). For example, if you spot a team member doing an outstanding job with a customer, make sure to praise them right away for it, and they’ll be much more likely to repeat the action.

Finally, setting the stage is important as well. Make sure your employee is prepared for receiving feedback by asking them, “Do you have some time for me to share some feedback with you on [your last project]?” Especially if you have some constructive feedback, you don’t want to catch them by surprise.

4. Be concrete and specific

While it’s always nice to give an encouraging “Good job today,” aim to be specific about what exactly your associate did and the impact it had on the project or company. Vague or ambiguous feedback can not only lead to confusion but also to hurt feelings in the case of constructive feedback. Such clarity will help your employee understand the feedback better as well as provide a road map for improvement.

5. Reconsider the compliment sandwich

The “compliment sandwich,” also known as the “feedback sandwich,” is a classic method of delivering constructive feedback by “sandwiching” areas for improvement between two positive remarks. While this approach can take the sting out of negative comments, for that very reason, it can underemphasize areas that need improvement.

When using the “positive-negative-positive” approach, it’s best to follow up this feedback sandwich with a dessert, so to speak, of checking for understanding and making a plan. Checking for understanding can be as simple as asking, “Does this make sense to you?” Open up the door for a two-way conversation at this point. Next, rather than putting your employee on the spot and asking for a plan then and there, ask them when they can give you a plan to correct the situation – and get a specific date.

6. Remember: It’s a dialogue, not a monologue

When giving feedback, stay mindful and show your employee respect by making sure the environment is distraction-free, for example, by putting your phone on silent. Invite your employee to share their thoughts and listen intently. Who knows, you may learn something important from your employee or identify an opportunity for improvement that will strengthen their performance. Above all, they’ll feel more engaged and empowered to take an active role in their work.

7. Follow up

A continuous cycle of feedback can have a powerful impact on behavior. Following up on your last feedback session will show that you care about how your employee is doing. It also gives you the opportunity to validate successful behaviors and to discourage less successful ones. The result is better communication with your team and faster growth and development.

Source: Chris Brennan, Insperity

“We all need people who will give us feedback. That is how we improve.”
– Bill Gates

Did you know this about disc?

DiSC is an assessment that aids with effective communication

Group map

The main feature is the Group map. Similar to the group map and poster available through the Group Culture and Group Facilitator reports, the map shows everyone’s dot location and their icon from Catalyst. This tab also shows the group members and their priorities and this list can be filtered by primary DiSC style. The “more info” link will take you to the “Your colleagues” comparison page with that person.

Groups Video

 

 

12 Tips to Communicate Better and Improve Business Results

by | Mar 26, 2024 | Adaptability, Communication, Influence, Recognition, Respectful Workplace

12 Tips for communicating better

Strong leader communicators know that when it’s effective, communication does much more than make people feel good. It is directly linked to business results.

In fact, good communication is inextricably linked to strong leadership. It inspires employees to commit their best effort by helping them understand the goals of the organization and how their individual efforts contribute to overall success.

Here are 12 tried and true ideas for communication that drives results:

1. Don’t settle for good…be great: Good communication gets the message out, and great communication connects the dots. Whether it’s in your detailed job description or not, your role is to connect the dots so others know what’s possible and their role in making it happen.

2. Build trust and credibility: Be visible and approachable, engage others openly, fully, and early on.

3. Set context and make information relevant: Remember to provide context and make information relevant so your audiences understand how they fit in and what it means to them. Provide job-related information so those you work with have the essential information they need to do their job effectively and/or make the best decisions.

4. Communicate with integrity: Tell the truth always and without exception.

5. Match your words and actions: Talk is cheap…especially when it comes to leaders and their ability to build and maintain trust. Just ask anyone (especially employees). At the end of the day, it’s actions and results that matter most.

6. Make time to communicate and make the most of that time: Set up regular face-to-face – this can be virtual – (or voice-to-voice) communication opportunities.

7. Be brief and brilliant: Be ready to get your point across in 15 seconds or less. Grab attention from the start and convince your listener what’s in it for them so they want to hear more.

8. Remember the basics, 5Ws and an H: This is the who, what, where, when, why and how. Keep in mind that adults usually process the “what”, then the “why.”

9. Use stories: The right anecdote can be worth a thousand theories or facts.

10. Check for understanding: Make sure your message is heard and really understood. Ask questions. Listen. Ask for a paraphrase.

11. Know your audience and what’s important to them: Understanding your audience is key to moving employees to action; the more you know about them, the better you’ll be able to persuade them.

12. Watch for information overload: Just because you say something doesn’t mean others hear and understand you. And isn’t that the whole point of communication – to create shared understanding and drive people to action? The answer is yes!

Source: David Grossman, The Grossman Group

“Excellent communication doesn’t just happen naturally.  It is a product of process, skill, climate, relationship and hard work
– Pat McMillan

Did you know this about disc?

DiSC is an assessment that aids with effective communication

With Conversation Starters on Catalyst, teams have an easy and fun way to tackle common challenges that hinder performance and move to tangible change. By combining DiSC with simple discussion guides, teams can talk about personality-based differences and how they affect group performance.
 You will:

  • Get to know each other faster
  • Communicate more clearly
  • Make better decisions together

 Getting started is easy!

  1. Visit the Your Groups feature on Catalyst
  2. Create and save a group with people in your organization
  3. Click into Conversation Starters and choose a topic

Leading Through Change: Your Guide to Successful Change Initiatives

by | Mar 13, 2024 | Adaptability, Change Management, Communication, Engagement, Influence, Recognition

Your guide to successful change initiatives

When leading through change, you must manage your team’s progress toward your goal as well as your employees’ attitudes throughout the experience.

Sometimes managing change calls for grace periods as your staff absorbs and understands a transition. Sometimes it calls for realism that’s not too sugarcoated. At all times, change calls for strong, consistent communication from the top of the organization before, during and after a change cycle.

What do your employees want to hear during change initiatives?

1. “Here’s what’s happening, and here’s why”

When you know a change is coming, share the news with your employees as soon as possible. This initial communication, where you articulate the need for change in your organization, initiates the change cycle.

Your employees may go on to experience:

  1. Shock
  2. Denial
  3. Frustration
  4. Depression
  5. Experimentation
  6. Decision-making
  7. Integration

To soften the initial news, make the big picture clear, shedding as much light on the situation as you can. Explain why the change is important to your organization and how it will affect your company in a positive way.

The sooner your employees hear from you when change is coming, the more time they have to process it. And the better they understand the reasons behind a change, the easier it will be for them to get on board.

2. “Here’s how this is going to benefit you”

Don’t stop after you’ve explained how a change will benefit your business, even if you receive more support than resistance. Your employees may not articulate it, but they will probably be wondering: What’s in it for me?

You can gain your employees’ trust by anticipating these natural concerns. Consider how each group and individual will profit from the change. How will it make their work lives better? Be ready to point to these benefits when speaking with your employees. Look for ways to make the changes matter to them on an individual level.

3. “Here’s our goal”

Are you excited about what your organization will look like on the other side of this change? Invite your employees to envision it with you. Share your chief goal for the future, and reference it often.

Each person must decide to push through the discomfort that change requires – it will take some employees longer than others – and join you in working toward a new goal. Having a clear target can keep your team unified and encouraged even as they process and adapt to change at different speeds.

4. “I don’t have all the answers, but let’s talk through this”

You’ll speak openly. You’ll speak clearly. You’ll speak confidently. But will you speak vulnerably? And will you ask your employees to share their thoughts, too?

To lead through change well, you should strive for openness. Be transparent addressing the questions you don’t have answers to. Make sure your team is comfortable sharing their thoughts and questions.

If successful, you’ll appear more genuine and trustworthy. Transparent leadership, coupled with the opportunity to share opinions, gives your employees a greater sense of control over the situation, too. The result? Staff who are more likely to feel they’re making changes with you, rather than feeling that something is happening to them.

5. “Let’s strategize together”

Once your employees have asked their initial questions and shared opinions on the change, it’s time to include them in the transition. Asking for their ideas again – after they’ve had time to process a change – helps further. That’s because your employees are more likely to become invested and collaborative if they get the opportunity to think strategically and offer valuable input.

6. “Tell me how you’re feeling through this”

Check in on your people at various points in the change cycle. Remember, no two employees are alike in their pace of processing change. Someone who seemed open to the idea early on may struggle later, in the middle of the actual changes. That’s why it’s important to keep checking in, especially if you notice disheartened attitudes.

You can reach out to your whole group during team meetings and to individuals who seem to need it most during one-on-ones.

Dig deeper in these conversations by asking:

  • Are you experiencing any roadblocks?
  • How can I help you through this?

Mention any resources your organization provides that could help manage their stress and change fatigue, such as an employee assistance program.

7. “It’s time to join us”

Leaders sometimes run into an individual who won’t accept change and begins to take a disruptive stance against it. If a negative attitude becomes a performance issue, it may be time for a difficult conversation where you insist the employee finds a way to adjust and come along with the rest of the team.

Occasionally, the best choice for everyone might be for the employee to switch teams or otherwise part ways. But hopefully, you can avoid this outcome and even these conversations by leading and communicating well from the outset.

8. “We’ve gotten this far today”

Celebrate small achievements as your team works to adjust to or implement a change. Notice what has gone well, and bring their attention to it. Show gratitude for your team’s efforts and positivity.

Words of affirmation alone can lift employee spirits; allowing them to break for the day a few hours early or giving another small reward can show that you’re truly thankful for their contributions.

9. “Well done”

Affirm efforts along the way and celebrate in a big way when your team has brought you through an important change. Rewards could include public recognition, time off, extra help and more. The key to meaningful recognition is understanding what matters most to your team and giving them something that’s important to them.

Be gracious toward yourself, too

To have the emotional energy needed to take care of employees during seasons of change, leaders can’t neglect themselves in the process. Know your personal support system and reach out when your energy or enthusiasm wanes.

Keep reminding employees about how the changes will positively affect them, and show respect for each person’s unique response to the situation.

Source: Michelle Kankousky, Insperity

“Old ways won’t open new doors.” 
– Unknown

Did you know this about disc?

DiSC is an assessment that aids with effective communication

Applications
Catalyst offers a range of DiSC application content- including Workplace, Agile EQ, and Management- designed to help learners develop the social and emotional know-how for more effective interactions at work.

5 Essential Tips for Managing Poor Performance

by | Jan 5, 2024 | Adaptability, Change Management, Communication, Recognition

5 essential tips for managing poor performance

While it may seem daunting and time-consuming, addressing poor performance is critical for building a high-performing team. Not only that, terminating an employee without proper consideration or due diligence can be a risky move for your business.

Recruiting, hiring, onboarding and training a new employee can be costly — and letting go of personnel is rarely easy for managers. It’s generally advisable to give employees plenty of time to improve while also providing the tools they need to grow. The goal is to get your employee to meet expectations instead of having to start over. That extra effort may prove fruitful, especially if the employee transforms their behavior.

1. Clearly communicate expectations

For every job, there should be a clear, detailed job description. If you don’t have anything formalized, you should start with outlining the functions and responsibilities of each role. You should also know what it takes for employees to be successful in each role, and it’s essential that your employees know this, too.

Don’t assume your employees can read your mind. Newly hired employees often have their own perspectives on expectations and standards, which don’t always align with what their new boss has in mind. Clearly defining each job makes it easier for them to understand what their new role requires of them – and to pinpoint and correct any problems.

Similarly, your progressive discipline policy should already be established and documented, outlining how discipline will take place should you need to go there. This helps ensure every issue is handled consistently and fairly.

2. Be a good coach

Rather than seeking to discipline them, aim to coach your employees, both new and existing, on a regular basis. This consists of giving informal feedback on what they’re doing right as well as what they need to improve. Think of a football coach: He gives praise for a good pass or a solid tackle, but he doesn’t hesitate to point out the missed catches and holes in the defense.

Without this feedback, you can’t expect your employees to know when they’re underperforming, until it’s too late and their poor performance has turned into a serious issue.

3. Write it down

Documentation is key. If you don’t write something down, it can be argued that it didn’t happen. Even informal conversations written in a notebook can be helpful and count toward documentation.

You’re probably thinking: Documentation takes time. Time you don’t have. That is understandable, however, writing things down will help should you have to defend any decisions down the road.

Here are some examples of important communications to collect:

  • Electronic communications
  • Phone conversations
  • One-on-one chats
  • Unprofessional or subpar behavior in group settings
  • Feedback and complaints from co-workers, managers or clients

4. Consider a performance improvement plan

Let’s say you’ve provided ongoing coaching, but you’re not seeing improvement, or you see some major concerns with performance that coaching has failed to improve. This would be a good time to develop a performance improvement plan (PIP).

Performance Improvement plans aren’t typically used for behavior issues or policy violations, but, rather, should be implemented to bridge a skills gap or point out where development is necessary. A PIP should articulate specifically what the problem areas are and give detailed goals for what the employee must do to correct these.

Here’s an example of a PIP:

“Sally Brown has been submitting reports with numerous grammatical, spelling and technical errors. As an effort to help her improve, within the next 30 days, Sally needs to complete Business Writing 101 as well as utilize grammar and spell-checking tools before submitting reports. Technical data should be reviewed by the engineering department. We will meet again next Tuesday to review progress.”

The timeline given for improvements should be reasonable. Some deficiencies are quicker to fix than others.

Finally, make sure your employee signs an acknowledgement form to confirm that they understand what’s expected of them.

5. Initiate Progressive Discipline

In situations where a policy is being violated, progressive discipline might be the better way to go. Use this option to address things such as attendance, communication and other behavioral issues. Progressive discipline generally starts with a verbal counseling, followed by written counseling, and then, depending on the situation, a final written warning or a suspension before moving to termination.

Here’s an example of how to word an attendance-focused counseling:

“Joe Smith has been late every Monday since the beginning of the year. Joe must arrive at work before the start of each work shift and clock in on or before his start time. He must promptly return from scheduled break times and work until the end of each shift. Improvement needs to be immediate, marked and sustained. Failure to improve punctuality issues and work all scheduled shifts in their entirety could result in discipline up to and including termination.”

If you conduct verbal counseling, send a follow-up email to your employee to document the conversation. The employee’s signature would not be required at this time, but it doesn’t hurt to obtain confirmation.

Written counseling is similar to the PIP in that it should clearly outline areas that the employee needs to correct. Again, in writing, detail specifically what you have observed that needs to improve and how this should be accomplished.

In addition, the written counseling document should make clear that improvement needs to be immediate marked and sustained.

Employees should sign this form after you’ve discussed it with them. This doesn’t mean they have to agree with what you’ve documented; their signature simply indicates that they’ve received the counseling statement.

Source: Dawn Motsiff, Insperity

“I learned to always take on things I’d never done before. Growth and comfort do not coexist” 
– Ginni Rometty

Did you know this about disc?

DiSC is an assessment that aids with effective communication

8 Tips to Help Employees Practice Empathy at Work

by | Dec 26, 2023 | Active Listening, Communication, Engagement, Gratitude, Recognition, Trust

8 tips to practice empathy at work

So, what does it actually look like for employees to practice empathy with each other? Here are some easy ways to incorporate empathy into a daily routine.

1. Assume best intentions of others

When we don’t understand someone’s perspective, it can be easy to assume the worst about them. However, this mindset allows negativity and potentially inaccurate biases to flourish and can destroy relationships.

Instead, approach each interaction with team members with a positive view. There may very well be more to the story underlying their behavior that you don’t yet know.

2. Listen more than you speak

When a team member discusses a challenge they’re experiencing, don’t interrupt them with tales of how you experienced something similar or offer unsolicited advice for what you think they should do. Sometimes, people just want to be heard and understood.

In these moments, practice active listening skills, which involves:

  • Focusing on what is being said
  • Making eye contact
  • Acknowledging what someone has said by repeating it back or requesting clarification on certain points
  • Avoiding nonverbal communication that could convey a lack of interest, such as fidgeting
  • Minimizing distractions

3. Ask questions

Don’t rely on your assumptions about a situation. Respectfully and thoughtfully ask team members questions so you can better understand the challenge they’re facing or their perspective on an issue.

4. Validate others’ feelings

Show that you recognize and understand what others are feeling, which is a critical part of conveying nonjudgment and building trust. You can say things like, “I’m sorry you’re experiencing this problem. I’m sure it must be so frustrating. I appreciate your letting me know what’s going on.”

5. Step outside your comfort zone

Your biases can impact how you perceive others, especially those team members of different backgrounds and experiences. Remember: Different doesn’t equate with wrong or bad. To be more empathetic, you may just need to open yourself up to new experiences and broaden your way of thinking.

  • Be open to meeting new people in the office – even seeking out people who are different from you.
  • Consider others’ ideas and learn from them.
  • Challenge your own biases.

This can encourage diversity of thought as well as inclusion in the workplace.

6. Offer to help

One of the questions you should ask a team member who’s struggling is, “How can I help you?” For example, if they’re overwhelmed with their current workload, you could take some responsibilities off their plate or volunteer to serve as their back-up. This also demonstrates that you’re a team player.

7. Recognize others’ accomplishments or strengths

When people feel valued, it can help them overcome a challenge or setback. To remind team members of their worth, use peer recognition. Call them out in front of others for their:

  • Talents they bring to the table
  • Goals they’ve met
  • Achievements they’ve secured
  • Hard work

8. Take care of yourself

You can’t be empathetic to others if you’re stressed out, in a negative mindset and not taking care of yourself. Prioritize your wellbeing and work-life balance so you’re most likely to engage team members in a respectful and productive way.

Source: Kimberly J. Shaw, Insperity

“Like many things in life, your compassion is a skill that can be exercised.”
– Simeon Lindstrom

Did you know this about disc?

DiSC is an assessment that aids with effective communication

DiSC Management

Management on Catalyst uses Everything DiSC to provide insights about an individual’s personal management style while also providing tips on how to improve the following management specific skillsets:

  1. Directing & delegating
  2. Creating a motivating environment
  3. Developing talent
  4. Managing up

Everything DiSC Management on Catalyst will guide managers with specific tips on how to perform these tasks with anyone on their team. The DiSC Management tips on Catalyst are unique because all of the information is personalized to the user. The insights provided are dynamically customized based on a user’s personality style.