FEEDBACK THAT WORKS

Whatever level you occupy in an organization from line manager to senior executive to team leader the skill of giving meaningful and effective feedback is an important component to helping other people develop and to getting the job done. Creating and delivering a specific message based on observed performance is key to effective feedback. Your feedback should enable the receiver to walk away understanding exactly what he or she did and what impact it had on you. When the result is this specific and this direct there is a better chance that the person getting the feedback will be motivated to begin continue or stop behaviors that affect performance. This guidebook explains how to deliver effective feedback by showing how to build your message when to deliver it and how to communicate it. By using the methods and examples in this guidebook your feedback becomes a tool for developmentfor others and for yourself.Whatever level you occupy in an organization from line manager to senior executive to team leader the skill of giving meaningful and effective feedback is an important component to helping other people develop and to getting the job done. Creating and delivering a specific message based on observed performance is key to effective feedback.7 60:b62:What Is Effective Feedback?60:/b62: 60:p62:9 60:b62:Ten Common Mistakes in Giving Feedback60:/b62:60:/p62: 60:p62:12 60:b62:Developing Effective Feedback Skills60:/b62:60:/p62: 60:p62:Capture the Situation60:/p62: 60:p62:Describe the Behavior60:/p62: 60:p62:Deliver the Impact60:/p62: 60:p62:21 60:b62:Maintaining the Message60:/b62:60:/p62: 60:p62:23 60:b62:Putting It All Together60:/b62:60:/p62: 60:p62:25 60:b62:The Dozen Do8242:s and Don8242:ts of Effective Feedback60:/b62:60:/p62: 60:p62:26 60:b62:Words with Impact60:/b62:60:/p62: 60:p62:27 60:b62:Suggested Readings60:/b62:60:/p62: 60:p62:28 60:b62:Background60:/b62:60:/p62: 60:p62:29 60:b62:Key Point Summary60:/b62:60:/p62:This series of guidebooks draws on the practical knowledge that the 60:b62:Center for Creative Leadership (CCL)60:/b62: has generated since its inception in 1970 through its research and educational activity conducted in partnership with hundreds of thousands of managers and executives. Much of this knowledge is shared8211:in a way that is distinct from the typical university department professional association or consultancy. CCL is not simply a collection of individual experts although the individual credentials of its staff are impressive: rather it is a community with its members holding certain principles in common and working together to understand and generate practical responses to today8242:s leadership and organizational challenges.60:br /62: The purpose of the series is to provide managers with specific advice on how to