by
ClickView (Firm)
Call Number
XX(303964.1)
Summary
These days so many people work in matrix teams or work remotely that managers receive feedback about their staff from third parties. Relaying that feedback can sometimes be a challenge.
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Other
Relevance:
71876.7969
by
ClickView (Firm)
Call Number
XX(303969.1)
Summary
An important aspect of feedback conversations is showing staff how to help their managers give them worthwhile feedback.
Format:
Other
Relevance:
67235.4453
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by
ClickView (Firm)
Call Number
XX(303963.1)
Summary
The 'cop' is very clear about what needs to be done differently and why, the instructor is equally clear but blends in more motivation and the coach facilitates greater reflection.
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Other
Relevance:
67235.4375
by
ClickView (Firm)
Call Number
XX(302401.1)
Summary
Giving feedback is something we do day-in, day-out, with our teams and with our peers. It may be informal coaching; it may be a formal performance review. We may even give feedback unconsciously through our body language and other signals. But however we communicate it, feedback is fundamental to what managers, team leaders and colleagues do. Developing feedback skills through a more emotionally competent approach can make an enormous difference to management skills and abilities. Emotional intelligence is the basis for an effective approach. To be emotionally intelligent at work, consistently, is hard. But it's not a skill that we're either given, or denied, at birth! Anyone can develop their behaviour to become more emotionally intelligent. Emotional intelligence does deliver results. Understanding and applying emotional intelligence can provide an important competitive edge. It's one of the key ways in which you can help the people you work with to improve their abilities in giving feedback. This outstanding programme clearly identifies the best approaches to take when giving feedback to others, and shows how to establish relationships to fire-up, support and maintain learning. It is an invaluable resource for either group training or self-study.
Format:
Other
Relevance:
67235.3984
by
ClickView (Firm)
Call Number
XX(303962.1)
Summary
The question, 'Have you any feedback for me?' is rarely productive. There are two questions, however, that are productive. Including them will be very useful for getting feedback.
Format:
Other
Relevance:
63390.8320
by
ClickView (Firm)
Call Number
XX(303960.1)
Summary
Review your notes and evaluate performance since the last meeting. Get third party feedback if necessary and identify upcoming challenges and opportunities that require extra support.
Format:
Other
Relevance:
0.1021
by
ClickView (Firm)
Call Number
XX(303972.1)
Summary
Anyone can use feedback as a springboard to a request for development, so link your request for development to something your manager regards as important.
Format:
Other
Relevance:
0.1021
by
ClickView (Firm)
Call Number
XX(302422.1)
Summary
We all have to deal with difficult people but we don't all have the best skills to do so. Carol offers her six step approach: 1. Observe calmly and do not get pulled into the drama. 2. Listen and show empathy. 3. Focus on the facts. 4. Ignore bad behaviour from other people involved. 5. Give feedback about bad behaviour. 6. Build your skills to improve how you manage difficult people.
Format:
Other
Relevance:
0.0884
by
ClickView (Firm)
Call Number
XX(302577.1)
Summary
It is important that every workplace is one where we respect our fellow colleagues and are treated with respect in return. In this episode Serena is concerned that the culture lacks basic elements of respect. Some team members confront Carol about her racist and insensitive comments. Meanwhile Sam and Sanjay ridicule Serena, which she overhears. Carol also overhears and is both amused and shocked. Serena is devastated. Carol sees the perfect opportunity to give Serena a pep talk and help her get back on the horse. In addition we cover the learning outcomes of thinking before speaking, always maintaining respect, giving professional feedback directly and getting back on the horse.
Format:
Other
Relevance:
0.0772
by
ClickView (Firm)
Call Number
XX(303214.1)
Summary
Chapter 1: Keep a sense of perspective We catastrophise: if something goes slightly wrong, we assume everything's gone terribly wrong. We project disasters in our future. Try to keep perspective and recall previous occasions when you catastrophised, remembering that a catastrophe didn't follow. Ask yourself how you will feel about it one day, one month or one year from now. Chapter 2: Empathy Consider why colleagues are behaving in a way that annoys you. Try stepping into their shoes and seeing things from their perspective. Beliefs, not events cause distress - figure out which beliefs are making you upset. Recall when you have behaved badly and remember your reasons. Chapter 3: The worst-case scenario Instead of 'looking on the bright side', it can be useful to ask 'what's the worst that could happen'. In considering the worst outcomes, you realise that you could cope with most of them. Chapter 4: Mind-reading If you think people have negative views of you it's easy to find "evidence" of that. Don't let a lack of confidence lead you to read things the wrong way. Ask for feedback regularly.
Format:
Other
Relevance:
0.0635
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