Leading with Emotional Intelligence: Hands-On ... - always yours

288 LEADING WITH EMOTIONAL INTELLIGENCE
If they have accepted the feedback, they will be able to give you
some ideas of how to prevent these behaviors in the future. If they
have NOT accepted the feedback, you will
If you receive
feedback and do
not change for
the better, you
will be perceived
more negatively
than if you had
not received the
feedback.
WHEN TO GIVE FEEDBACK
have to be more assertive and tell them
what you want to see them do instead.
If you receive feedback and do not
change for the better, you will be perceived
more negatively than if you had not
received the feedback.
In using this model, take a few moments
to write down your notes before giving feedback.
This micro-initiative will increase
your chances of them hearing the feedback
and having them be less defensive.
1. FREQUENTLY: This gives you the best chance to reinforce
positive behavior and influence changes in acceptable behavior. It
makes it easier to focus on a specific behavior. So that your people
don’t only think feedback is negative, surprise them as much as you
can with positive feedback.
2. TIMELY: Speak to employees when the experience is fresh.
Don’t give feedback only on exceptionally positive or negative things.
Remember successive approximation or to give feedback when they
are approaching the goal, not only when they have reached the goal.
3. OPPORTUNITY FOR DEVELOPMENT: Make employees aware
of potential opportunities and provide steps to achieve their goals.
4. TO SOLVE PERFORMANCE PROBLEMS: Regular and frequent
feedback puts money in the emotional bank account between
people. It also makes it easier to be direct on a performance problem.
When trust and respect have been built, it is easier to make a withdrawal
from the account.