The gentle approach, a reflection process is used by the employees themselves of the need for change of behavior can convince himself. I'm honest in my comments. I deal with the interlocutor fair, stay sober, select value-free formulations and avoid generalizations and accusations. I'll give you my impression in the I-form"again. I external first and in detail what I liked and make for a positive start of the conversation. According to New York Highlanders, who has experience with these questions.
I express my perception on the basis of concrete examples and personal observations. I ask the caller whether the feedback is desired. I am never the impersonation level, but always the Behavior level (never criticizing a person, but the Act). The feedback discussion takes place in private. I never use reflexes from the emotion out, to go with a clear head in the conversation. Feedback discussions through the setting of executives is crucial for the success of the feedback interview: he must be convinced that it is the responsibility and competence of the employees themselves, to analyse their behaviour, to check and change.
"The leadership must only" the steps of appropriate feedback "Note: step 1: the leadership finds on pages of an employee a disruptive behavior: some customers have complained about his uncivil behavior. He didn't put a critical conversation, but thought about which behavior is desirable from his point of view. Step 2: He substantiated his intentions, about wishing that the / the employee establishes a relationship to the customers the courtesy This includes towards the customer. Step 3: Now the leadership active and looking for the conversation. Is at the heart not the behavior so the rudeness, but the objective however, that employee's wants to build a good relationship with the customers and can. "Therefore, it starts the conversation with the formulation: my goal is to improve customer relations." Step 4: Now he asks the staff for his proposals and asking him for ideas on how the objective can be achieved in your opinion. It will likely courtesy the aspect"attract even if not, this has been taken from the executives in the game. The Executive moves to step 6 step 5: If the employee agrees, he could improve their behaviour in the direction of increased civility and thus the customer relationships. If he refuses even to consider, he could make improvements to their behavior, he calls it verifiable examples, which your prove their rudeness. This should be done least. Because still must target, the staff could itself go to the insight, not be abandoned. Step 6: managers and employees agree on a procedure for the case that the old behavior again occurs. Only when the feedback discussion does not lead to the desired result, a critical conversation is necessary according to the principles of productive, constructive criticism. Then the clear criticism can, as well as its counterpart"should praise and recognition, make it, do what any professional feedback: the staff provide assistance to improve their performance to her and to the benefit of the company.
I express my perception on the basis of concrete examples and personal observations. I ask the caller whether the feedback is desired. I am never the impersonation level, but always the Behavior level (never criticizing a person, but the Act). The feedback discussion takes place in private. I never use reflexes from the emotion out, to go with a clear head in the conversation. Feedback discussions through the setting of executives is crucial for the success of the feedback interview: he must be convinced that it is the responsibility and competence of the employees themselves, to analyse their behaviour, to check and change.
"The leadership must only" the steps of appropriate feedback "Note: step 1: the leadership finds on pages of an employee a disruptive behavior: some customers have complained about his uncivil behavior. He didn't put a critical conversation, but thought about which behavior is desirable from his point of view. Step 2: He substantiated his intentions, about wishing that the / the employee establishes a relationship to the customers the courtesy This includes towards the customer. Step 3: Now the leadership active and looking for the conversation. Is at the heart not the behavior so the rudeness, but the objective however, that employee's wants to build a good relationship with the customers and can. "Therefore, it starts the conversation with the formulation: my goal is to improve customer relations." Step 4: Now he asks the staff for his proposals and asking him for ideas on how the objective can be achieved in your opinion. It will likely courtesy the aspect"attract even if not, this has been taken from the executives in the game. The Executive moves to step 6 step 5: If the employee agrees, he could improve their behaviour in the direction of increased civility and thus the customer relationships. If he refuses even to consider, he could make improvements to their behavior, he calls it verifiable examples, which your prove their rudeness. This should be done least. Because still must target, the staff could itself go to the insight, not be abandoned. Step 6: managers and employees agree on a procedure for the case that the old behavior again occurs. Only when the feedback discussion does not lead to the desired result, a critical conversation is necessary according to the principles of productive, constructive criticism. Then the clear criticism can, as well as its counterpart"should praise and recognition, make it, do what any professional feedback: the staff provide assistance to improve their performance to her and to the benefit of the company.
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