Why is giving feedback so hard?
How can I give better feedback?
Learn how to deliver feedback in a way that allows individuals the opportunity to change their problematic behaviour.
Read below for more information about this course.
April 25 + 26, 2022 | 8:30am - 4:00pm | In-Person* at Mediation Services
*If Covid restrictions do not allow in person training, this workshop will be moved to Zoom and will be rescheduled as: April 25 + 26 and May 24 + 25, 2022 | 8:30am-Noon CST. Please keep the May dates in your schedule incase this happens.
What you'll get from this course:
There are many difficult conversations leaders need to have with their employees. The ability to do these conversations well is often the difference between low and high performing employees and teams. Difficult conversations are often identified as conversations around an employee’s performance and work habits. Sometimes when engaging in conversations of work habits and performance issues other concerns emerge –such as family crises, mental health issues, or change fatigue at the end of one’s career. This workshop will explore ways to have difficult conversations and ways to support a culture where these conversations are expected and received well. The major focus will be having conversations that maximize the likelihood that employees know and do what is expected in a way that maintains a positive and respectful relationship. During the workshop, we will focus on the participants’ examples. This workshop will be highly interactive combining both theory and practice. The workshop will implement a broad range of adult learning techniques including role-plays, lecture, videos, as well as small and large group discussions.
As the result of this training leaders will be able to:
- engage in the 2 kinds of conversations that build and support positive relationships;
- have the 2 types of specific conversations that result in a behavior change while still maintaining the relationship with the employee;
- understand the consequences of not being proactive in having these conversations;
- adjust conversations when speaking to the direct blunt employee, as well as the indirect sensitive employee (adding art to the science);
- understand the role of defensiveness and respond well to defensive energy;
- examine the interaction of ongoing feedback and performance evaluations;
- give feedback to reinforce positive behaviours;
- understand the impact of your tone and body language (meta talk);
- describe problematic behaviour without judgement or evaluation;
- understand better their personal reactions to receiving feedback; and
- develop an increased ability to screen and assess difficult situations to determine the best way to make an approach when a difficult conversation is required.