Hier erfahren Sie, wie Sie Feedback konstruktiv gestalten und Demotivation vermeiden können.

Seja também um ouvinte Dar abertura para que o colaborador também fale é crucial para estar dando a devolutiva, após os apontamentos, poder entender o lado do colaborador, o porque de algumas falhas, o porquê de alguns pontos de melhoria com base na visão dele e do autoconhecimento, ajuda com que essa devolutiva seja de fato construtiva. Uma vez que o feedback irá abranger não somente o que foi avaliado durante um determinado período de tempo, mas também o que foi confessado/reconhecido pelo colaborador e juntos fazer do feedback também um feedforward.

You sometimes may feel very strongly about an error made by your subordinate. Our assumption usually is a direct fault, lack or focus or unwilling of the person. Its always good to step back, and remember the time you had unknowingly made a blunder. Nothing works better than reminding yourself that you are not perfect. Also, if the error is not fatal and not clearly deliberate, I prefer to start the conversation with the good things the person has been doing. Spending 1-2 minutes on appreciation helps the recipient to lower their guard and be more open to feedback (reduces defensive behavior)

La empatia es la clave para una comunicación exitosa. Solo podemos entender al otro si comprendemos que le suceden cosas y que tiene el derecho a ser y pensar diferente a nosotros. No debemos juzgarlo. Una cosa muy importante a la hora de empatizar y entender a la otra persona es observar su lenguaje corporal. Sabías que el 90% de los mensajes emocionales son no verbales? Además, es crucial percatarse si lo que dice tiene coherencia con su mensaje corporal. Por ejemplo, si una persona está exponiendo una idea y se la nota nerviosa, aunque diga que está todo bien, sería bueno que uno exprese calma y tranquilidad tanto con el tono de voz como con las palabras. Esto puede ser clave para que la persona nerviosa se desenvuelva con más seguridad.

To provide effective feedback and to avoid demotivation, it's essential is to lead people with trust. It’s the only realistic way to achieve the maximum possible result, while at the same time minimising the emotional burden on the team members. It’s so easy, and yet unfortunately many managers find it extremely difficult to take this ideal path for everyone involved ❗️

Be empathetic to the people when giving the feedback as majority of the times the word can always mean a differently to people considering that they aways want to be appreciated and made feel happy. Also sympathy and Empathy are different and are not the same. They work differently when spoken to someone. It is important to be empathetic by letting the team member know you are supporting them and will help in mentoring and training in any way possible.

Durante estos días, tuve que dar una charla sobre inteligencia emocional a mi equipo de trabajo. Para que entiendan el contexto, trabajo en una productora audiovisual y acabábamos de realizar un videoclip muy caótico: muchas tomas, mucho estrés, muchos imprevistos que afectaron la comunicación. Aunque tenía esta charla preparada desde hace un tiempo, decidí darla después de ese rodaje porque era el momento oportuno. El diálogo fue mucho más fluido porque había ejemplos concretos y recientes, lo que hizo que los conocimientos se retuvieran mejor y se activara el pensamiento crítico.

There are 2 things you should consider: 1) Yes, do avoid high stress and emotional times to give tough feedback. This becomes more important if the feedback involves any disciplinary actions. 2) However, if the error is something which does not warrant a long, tough feedback conversation and actions, its always good to follow 'Hot Stove Rule'. Douglas McGregor's hot stove rule requires that employees have fair warning about the type of conduct subject to discipline. It also requires that disciplinary action be immediate, consistent and impersonal. Good judgement is crucial.

A feedback should be given constantly and not when the time is for appraisals or when it is suppose to be scheduled. Every 1:1 meeting should be an assessment on a monthly basis and feedback should be given in the right manner. This will help the team members to improve on a monthly basis as well.

This is simplest, yet one of the most difficult skills to achieve. Separate your personal emotions from work. Focus on facts (numbers and data, behavior). Be objective while thinking and delivering feedback. SBI format of explaining action and impact always works the best: Explain what was the situation, what was employee's action, and what was the impact or result of that action. Give them solution to the problem for the issue to be not repeated in future. Set clear and actionable expectations and goals.

Imagine a tennis court. When giving feedback, you are only allowed to stay on your side of the net. That means you can only comment on how a situation affected you or how you perceive it. You shouldn't put labels on people. E.g. you want to feedback to a remote team member who missed 3 deadlines so far. Instead of "You are idle/lazy and not working", you should say: "You didn't meet 3 deadlines and your slow response rate making me insecure about your active work".

Blanket statements and non factual things do not hold any support for the team member and will cause more demotivation rather than supporting the person. So when a hard feedback is given give with facts what you have and then also with a solution that how that can be fixed in the next month or subsequent months. Allow people to make mistake but show them so that they can learn from the same.

Concordo plenamente com afirmação que "O feedback deve ser uma conversa de mão dupla", e a sugestão para obter uma via livre para que o seu feedback seja ouvido, é ouvir feedbacks a seu respeito de uma forma ativa.

Allow a dialogue to happen as that helps get a lot of things clarified. For example if a team member escalation has come, defend him/her Infront of the people accusing but later discuss to know what is the perspective the team member has and based on that help him/her develop a plan to work on for improvement and learning. A scenario can be that the person might not agree to the mistake and learning but still show him/her the positive outlook post the development.

La diferencia entre influir y manipular. La influencia es poder, y no se puede influir sin confianza. La idea de influir positivamente es obtener un resultado que satisfaga las necesidades legítimas de ambas partes, donde impere la ganancia mutua (o al menos no perder, donde el beneficio es la confianza recíproca y el respeto) y no el beneficio propio. Además, influir en nuestro grupo logrará que los resultados positivos se mantengan en el tiempo y no sean solo momentos efímeros de buena racha. Por último, ayudar a los demás en su propio desarrollo hará que tu equipo se potencie no solo laboralmente, sino también colectivamente, lo que repercutirá en el trabajo del sector y marcará la diferencia entre ser un líder y ser simplemente un jefe.

Complementando alguns pontos: - deixar claro que é um momento de feedback; - reavaliar a abordagem caso o feedback não esteja sendo receptivo e haja muitas contestações sobre os fatos trazidos; - avaliar o melhor momento para o feedback porém não esperar muito tempo da prática das ações que necessitem de correção ou elogio; - registrar os feedbacks.

Regular feedbacks are important and also regular appreciation any betterment even if small is big to be targeted and appreciated. This will help the person to be more receptive to feedbacks and would understand the learning aspect and the demotivating scale will go down a bit.