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Leading in Oranga Tamariki

ESSENTIAL LEADER CONVERSATIONSGiving and Receiving FeedbackFacilitator Guide

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CLINIC OVERVIEWGIVING AND RECEIVING FEEDBACK – CLINIC INTENTIONSThis clinic aims to build confidence and capability in participants in giving and receiving feedback to and from the people they lead. Participants should walk away being familiar with the two main feedback models, have had a chance to try out the SBI model, and identify one way they can immediately apply what they have learnt when they get back to work.

GROUP PREPARATION PRIOR TO CLINIC Reflect on feedback you have given and received in the past. Think of some instances where it’s

gone well. What about some times where it hasn’t gone so well? What did you learn from both? What tips can you come prepared to share with the group?

Identify one real-work situation where you need to give feedback that reinforces positive behaviour, and one where you need to give feedback that challenges the person to improve their behaviour. Both should be situations that you are comfortable with other people knowing about (no names need to be shared). Come to the session prepared to practise giving feedback for both situations.

FACILITATOR PREPARATION PRIOR TO WORKSHOP 1Familiarise yourself with two common feedback models:

SBI feedback model Start, keep, stop for inviting feedback

OVERALL CLINIC DESIGN PRINCIPLESIn designing the Essential Leader Conversations Clinics, we are guided by meeting leaders where they’re at the importance of being conversation, not content led the benefits of experiential and action based learning methods our commitment to encouraging leaders pick up responsibility for their own learning, and providing

proactive and reactive support to make this easy setting expectations for risk taking, experimentation and the practice of leadership using one or two key models as the foundation for each clinic providing bite-sized learning experiences – clinics are two hours in length facilitating a learning experience that sets the participant up to practically apply what they have

learnt within a week of leaving the clinic

WHAT PARTICIPANTS SHOULD WALK AWAY WITH Understanding the importance and power of feedback Knowledge of how to boost individual & team performance through recognition & acknowledgment

of positive behaviour Knowledge of how to create positive outcomes by delivering effective constructive feedback Understanding the SBI model Knowledge of how to give feedback that addresses specific behaviour Knowledge of how to give feedback in real time

ORANGA TAMARIKI | 15 NOV 2017 PG2 OF 11


Knowledge of how to create an environment for two-way feedback by setting an example of asking for feedback

GIVING AND RECEIVING FEEDBACKCLINIC GUIDE 2 HOURS

Introduction 5 Minutes

Outline: – Short welcome from facilitator. Not everyone in the room may know each other, so allow time for a very quick introduction from each person

– Overview of why we are here and what participants will come away with after this session:

Giving and receiving feedback is one of the most important things a leader does. By getting better at giving and receiving feedback, you:

– give people clarity about their performance and direction;– reinforce positive behaviour;– deal with undesirable behaviour early and before it becomes a bigger issue;– acknowledge changes individuals are making in their behaviour to continue

building their performance– build stronger relationships with your people

– Three things you’ll come away with today from this clinic:

o Give feedback that addresses specific behaviouro Give feedback in real timeo Create an environment for two-way feedback by setting an example

of asking for feedback– Refer to the Oranga Tamariki Way. Let participants know that the clinic

has been developed to help enable them to bring the Oranga Tamariki Way to life with their people, and that we’ll refer to the OT Way at points throughout the session

Resources:

– OT Way cards– Giving and receiving feedback Quick Reference Card– Preparing to give feedback template



25 Minutes

SETTING THE SCENE10 minutes

Activity: Great feedback you have experienced

Split into small groups (2-3 people): Ask the groups to discuss and be prepared to share back to the wider group:

Discuss positive feedback you have had that helped you to keep building an aspect of your performance:

What did the person giving the feedback do? How did they do it? How did that make you feel? (as leader or team member) What was the result?

Discuss constructive feedback you have had that helped you change and improve: What did the person giving the feedback do? How did they do it? How did that make you feel? (as leader or team member) What was the result?

10 minutes

Debrief: Great feedback Ask each group to share what they discovered If that is what great looks like, why stops us from doing it consistently? Why do

we sometimes avoid it?

5 minutes

Define Feedback

Whiteboard the responses

Note: It’s not necessary that the group defines feedback word for word according to the definition below, but if the group gets stuck you can use a version of the following:

“Feedback is the information sent to an entity (individual or a group) about its prior behaviour so that the entity may adjust [or continue] its current and future behaviour to achieve the desired result.” - Business dictionary



10 Minutes

YOUR FEEDBACK MINDSET

5 minutes

Checking your mindsetYour mind-set when you’re giving feedback has the greatest impact on what comes out of your mouth. Check yourself for a minute and think about your own mindset before you give feedback.

Often our mindset is “people as problems”. This assumes that as someone giving feedback we know the truth and also the solution.

Instead try out the mindset of “what do I have to learn from this conversation?”

Approaching feedback with this mindset: Helps you give feedback so that other people can hear it; and Helps you learn more so that you can be a better leader.

5 minutes

In groups of 3:Think about a time you’ve recently provided someone feedback. What was your mindset when you approach that conversation?

What would have been different if you’d approach the conversation with the mindset “what do I have to learn from this conversation? (Note: no debrief required for this discussion)

10 Minutes

SBI FEEDBACK MODEL10 minutes



We’re going to look at two approaches you can use for feedback. The first is a more one-way conversation, where you share what you have observed and the impact it is having; the second is more conversational, where you first invite the other person to reflect on a situation before

offering your perspective.Sharing feedback

SBI Model:

The SBI model helps you to keep to specific, observable behaviours and the impact you are noticing they are having. It is made up of three components:

Situation:

Describe the situation. Be specific about when and where it occurred. This puts the feedback into context, and gives the other person a specific setting as a reference.

For example: “This morning at the 9am team meeting…”

Avoid more general statements such as “One morning last week…”

Behaviour:

Describe the observable behaviour – what did you actually see / hear, etc? Keep to facts - this is called behavioural feedback.

Avoid making assumptions about what the other person was thinking or their intent. Using opinions or judgements (personality feedback), creates defensiveness and/or confusion. People are left unclear about what they should change or keep doing.

Examples:

Behavioural feedback Personality feedback

“You interrupted me while I was telling the team about the monthly budget”

“You were rude during that meeting”

“The questions you asked during the project meeting today helped us to get to the root cause of the issue – that was really valuable”

“It was great having you in the meeting today – you’re really awesome”

Impact:

Describe the impact you are observing. Examples might be:

“I felt frustrated when you interrupted me because it broke my chain of thought.”

“Your input started a conversation that helped us solve a problem with the project that’s been bugging us for the last two weeks.”

“Other people in the team are having to re-check your work before proceeding, and that’s slowing down our delivery.”

“We’ve talked about you coming to our team meetings being more prepared to offer your opinion. I noticed today that you voiced your opinions much more than you have



been, and it meant the team got to hear your insights and perspectives – that’s exactly what you should keep doing.”

‘Conversational’ feedback

This feedback approach can be useful when one of your people is trying out something new or focusing closely on an area of development. It encourages the individual to be reflective about the situation they’ve just been in and what they have learnt from it. Making this feedback approach a part of your standard practice helps people to realise the development opportunities that are in front of them every day.

5 lines for feedback:

Leader asks

What did you do well? What would you do differently?

Leader shares

My observations about what you did well One thing you could do to improve

Leader asks

What’s one thing you’ll try next time?

10 Minutes

PREPARING TO GIVE FEEDBACK

10 minutes

Preparing for Feedback

Provide Handout on Feedback Prep

You won’t always have the luxury to prepare for feedback delivery as some feedback is best delivered in the moment. For those times when you can prepare here is a framework.

Clarify purpose: What is your intent? Why are you providing feedback? What’s your mindset?

Define your process: Are you starting a conversation or delivering one-way feedback? Know your pay-off: What’s the outcome you want to achieve?



We’ll now each get the opportunity to practise giving feedback based on the scenarios you came prepared to work with

Ask each person to prepare to give feedback based on both situations they came prepared with. They can use the Preparing to Give Feedback template if this is helpful. Give them 3-5 minutes to prepare.



35 Minutes

PRACTISING GIVING FEEDBACK.

20 minutes

Break the group into two circles – one stands as the inner circle, one group stands as the outer circle, facing each other to form pairs. Then person A (on the inner circle) delivers feedback to person B (on the outer circle). Give 2 minutes to hold the feedback discussion. Person B then gives 30 seconds feedback on how well person A used the SBI model or conversation feedback model.

Encourage the people in the inner circle take the feedback on board and concentrate on one thing they will do to refine the way they deliver their feedback in the second round. Then ask everyone in the inner circle to move one place to the left & deliver their feedback again to a different recipient, then again receive feedback on their use of the model they’ve chosen. Repeat once more, then swap so that Person B has their turn, rotating around the circle to repeat 3 times again.

10 minutes

Debrief whole group:

How did it feel to give feedback? How did it feel to receive feedback? Preparing to give feeback – what went well? Why was it of value? SBI Model – how does it help?

10 minutes

5 minutes in three groups:Group 1: What are the benefits of giving feedback in a precise and behaviourally specific way?Group 2: What barriers could you face to giving feedback effectively? What can you do to remove the barriers?Group 3: You won’t always have time to plan for feedback. How can you give effective feedback on-the-fly?

Each group reports back after 5 minutes – encourage the rest of the group to take notes about what they are hearing



10 Minutes

RECEIVING FEEDBACK

10 minutes

As a leader, one of the most effective ways of creating an open feedback environment is to set the example by regularly asking for feedback. At first, people are usually quite guarded about giving feedback. Once they experience that giving you feedback is safe and that you take it on board and do something positive with it, they are more likely to give you the open and honest feedback we all need to become more self-aware.

Three ways of generating feedback from your people and create a culture of continuous feedback are:

Listening – When you listen – really listen – you inevitably learn things you didn’t know before. This means using silence as well as open ended questions to elicit more feedback. If you find yourself arguing with or trying to justify the feedback, you are less likely to get good feedback in the future.

Share what made a difference to you – Create rituals to share what you’ve learnt from others. End your meetings by sharing clearly what it is that someone else did that made a difference to you. It can be a small or big thing; most importantly it focuses on something that someone did that really worked for you.

Invite feedback: Start, keep, stop – this can be used on the fly or as a more thought out request to people:

o What’s one thing I should start doing to be a more effective [leader]?o What’s one thing I should keep doing that makes me an effective [leader]?o What’s one thing I should stop doing to be a more effective [leader]?

.

10 Minutes

WRAP UP AND COMMITMENT

10 minutes

Giving and receiving feedback is one of the most fundamental roles of a leader. It’s not always easy, but giving feedback early and often means you reinforce the great things your people do, as well as make the small corrections to keep things on track. Having the feedback conversation means you also might learn new perspectives from your people about how and why certain things are happening.

If giving feedback helps your people to learn and improve, receiving feedback yourself is one of the best options for growing your own self-awareness and making changes to your own behaviour. Setting the feedback example by receiving feedback openly and dong something constructive with it also helps create an environment where feedback becomes the norm, and feedback conversations become easier.



As a wrap up to this session: Identify one thing you have taken from today’s session that you will commit to applying

right away. This could be something you are currently doing but want to do better, or something new you have learned.

Share that commitment with the rest of the group


Documents

CLINIC overview - LDC · Web viewIt’s not necessary that the group defines feedback word for word according to the definition below, but if the group gets stuck you can use a