Feedback is a powerful tool in employee development. It can have both positive and negative effects. After all, yelling at a careless specialist means giving feedback too. But what does it usually lead to? One person gets together and is more attentive to his work. And the other begins to be careful and do only what allows him to get the approval of the boss. He will no longer experiment to avoid mistakes. Will not look for and correct shortcomings so as not to displease colleagues. We are talking about how to give correct feedback with Daria Rudnik, HR Director of ATOL.

A 2007 study by the University of Auckland showed that students who receive feedback in a specific format achieve maximum results. Basically, it is about stating what they have done and recommending what they could have done better. The lowest effect was given by awards, praise, and punishment - almost no effect on student success. Moreover, in some cases, material rewards acted even negatively, since they reduced internal motivation. This was especially noticeable in the example of interesting, creative tasks.

If the feedback is of high quality, then it helps a person to develop. Knowing this, many managers give employees feedback on the results of the year. And they do it in vain, by the way. Deloitte, in its 2017 HR Trends Survey, notes that over the past five years, companies have radically revised their approach to personnel assessment. The practice of continuous performance management is increasingly being used.

This means that flexible task scheduling is replacing the annual. And the assessment at the end of the year is replaced by constant feedback. Indeed, now the company can revise its goals within a year, half a year and even a quarter. And standard employee appraisal practices will not keep pace with the new transformation. This is why Deloitte, Adobe and Accenture, for example, dropped their annual valuation. They recommend that their supervisors communicate with subordinates one-on-one every 2-4 weeks.

The goal is to prioritize tasks, give feedback to the employee, and discuss opportunities for his development. Every quarter, bosses look at top-tier accomplishments based on peer feedback. At the same time, the employee is also responsible for the timely updating of the goals set for him. He can independently request feedback from colleagues and the manager on the results of his actions - immediately or at regular meetings with the latter.

How to give effective feedback to an employee?

1. Be very specific. Options "Your report is impossible to read!" or “you are doing great in your job” is not appropriate. A person simply will not understand what exactly he is doing well or badly, whether improvement is required and in what. This means that he will not see opportunities for correction and development.

Instead, say, “There is a lot of data in your report. Next time I would like to see the conclusions on them in a presentation format ”. Or: “During this week, you have consulted twice as many clients on the phone than I asked. There was not a single complaint about you, all customers received comprehensive correct answers. Thank you for a good job! "

2. Don't wait too long. Back in 2000, Wagner and Murphy conducted a corresponding study among students. They found that quick feedback on simple tasks encourages more efficient performance next time.

On the other hand, there are complex tasks, and sometimes it takes time for the performers to comprehend the results in their implementation. In any case, the feedback is optimal when the person still remembers the result he has achieved. Therefore, regular meetings every 2-4 weeks can be a good reason to take stock.

3. Rule "one on one". Never criticize an employee in front of others. For some, even public praise can be stressful. Always give one-on-one feedback so you can talk about improvements and development in a relaxed atmosphere.

4. End on the positive. Negative feedback can be hard on both the giver and the receiver. Finishing the meeting with a "debriefing", you can even cause yourself to inner discomfort and unwillingness to repeat this again. Therefore, be guided by the rule "+ / - / +": first we note the advantages in a person's activities, then we give feedback on a specific occasion and at the end - we thank for the work that he does for us.

If the employee is absent-minded, passive and not interested in the result, you need to find out the reason for his condition and try to change his attitude: show him that you noticed his mood; tell him that you are concerned about this, offer help.

What can you say:"I noticed that you are not the same as usual. It makes me feel that I am doing something wrong", "Is everything all right? If you do not mind, then I am ready to talk and help you."

1. If the employee did not complete the project on time.

Obviously, this disappoints you, but there is nothing you can do about it. Everyone should be responsible for their work, therefore: find out why this happened, motivate him for deadlines and a high-quality result in the future, suggest ideas to improve the efficiency of his work.

What can you say:"The project was not delivered on time, could you explain why?", "Your work is very important, if you are late, the whole team slows down." "Make sure in advance that for the next project you will have more time and resources to complete Try scheduling your work ahead of time, for example on Fridays, to make sure you're not overwhelmed. I tried this on my last project and it helped me a lot. "

1. If an employee made a mistake with a client.

Mistakes do happen, but you want to do everything in your power to make sure it never happens again, customers are too important. When you give comments, tell them in detail about what happened, and also: tell them not to worry, this can be fixed, explain to them how it should have been done so that this does not happen again, offer help.

What can you say:"Don't worry, be sure to update your billing information next time before sending them your passkey."

1. If an employee doesn't get along with someone.

This situation is a little more troubling, but again you should focus on the behavior, not the person: be honest, come up with ideas for solving the problem.

What can you say:“I wanted to let you know that I recently had several complaints from people on the team about this issue.” “I wanted to talk to you directly about this to see what we can do to resolve the situation.” Perhaps you should rest for a couple of days? Or working from home one day a week can help you deal with stress. "

1. If the employee does not take the initiative in their own hands.

When you tell an employee about it: tell him how it affects you, offer help or advice.

What can you say:"I noticed that you are not taking the initiative like you used to. It makes me feel like I did something wrong. What's the matter? Let's sort this out together."

1. If the employee has bad time management.

Time management is a complex task that needs to be constantly worked on. However, if this becomes a problem, you need to give him feedback: tell him how it affects the team, give advice on time management.

What can you say:"I noticed that you planned your time incorrectly in the last 3 tasks." "I had this problem too, but then I discovered a tool that helped me a lot. I would recommend that you give it a try and see how you can optimize your time."

1. If the employee's performance has decreased.

There are many reasons why an employee's productivity might decline, it is important not to jump to conclusions. Before reprimanding or giving negative feedback, it is better to try to find out the reason, offer help.

What can you say:“I've noticed some changes in your work results over the last month. I know how productive you are usually, so we can talk and find out if you have any problems that I could help with.” “If there is anything- what you want, I am always ready to listen. I know that we can solve this together, and I have no doubt that you can return your previous performance. "

1. If an employee is gossiping

Unfortunately, gossip doesn't stay in the schoolyard, it is everywhere. It is important for the manager to control the situation in such cases, because negativity and false rumors can kill the spirit of the company and provoke unnecessary problems. If you know a coworker who is gossiping, it is important to talk to them confidentially.

What can you say:"I was a little surprised to learn that you talked about this with other employees. I understand why this is happening, and I'm sorry it happened, but I want you to know that you can always come and talk about it with me. . It would be a more efficient way to handle the situation. "

FEEDBACK FROM THE MANAGER TO THE SUB
Zeltserman K.B.
Office file # 85 February 2006

A well-coordinated tandem "leader - subordinate" is the key to the success of many things in the company. And good leaders know how to organize this coherence. A constructive dialogue helps to remove all misunderstandings and misunderstandings between the manager and his subordinates. One of the components of such a dialogue is feedback from a manager to a subordinate. A manager who does not speak with employees, does not use feedback tools, will cease to understand what his subordinates think and feel and may miss a critical moment and the situation will get out of control. In this article we will talk about what feedback is, how to properly organize a "feedback session", where it is important and how to effectively apply it to a leader.

What is subordinate feedback?

Feedback to a subordinate is voicing the reaction to certain actions of the employee. Why is this needed? First, it is a simple act of attention that various studies have shown is often beneficial to the relationship between people who work together. Secondly, timely feedback allows proactive, proactive work on employee errors. Thirdly, feedback has a motivating function, it allows the employee to find out what is expected of him and what are the criteria for evaluating his work. And, most importantly, the feedback allows you to achieve the desired results from the employee.

Feedback shows the employee how their performance is being evaluated. Therefore, as feedback, one can consider not only a direct (oral or written) assessment of the employee's performance, but also various incentive tools, as an indirect assessment tool.

These indirect instruments include:

• thanks or reprimands
• remuneration or deprivation
• promotion or demotion

All of these tools show the employee how well or bad his overall performance is. However, sometimes it is difficult for a subordinate to figure out what exactly he was encouraged or punished for. Therefore, feedback is effective only when the manager explains in detail to the employee what is good in his work and what is not very good. Therefore, the most effective feedback tool is a conversation between a manager and a subordinate, when the subordinate not only learns about the assessment of his work, but also has the opportunity to ask questions and clarify incomprehensible points.

There are various situations in working life where the use of feedback is not only appropriate, but also necessary, these types of feedback include:

1. Feedback, as an assessment of the employee's current activities.
2. Feedback on employee suggestions.
3. Feedback on employee plans and reports.
4. Feedback about the employee's attitude to what is happening in the company.

Let's dwell on the above points in more detail.

« Execution cannot be pardoned»Or feedback, as an assessment of the employee's current activities.

This is the type of feedback that the manager encounters most often. An employee's performance assessment occurs almost always when a manager accepts a subordinate's work. And since the manager is directly interested in improving the employee's performance, simply evaluating the categories "Good" or "Bad" is not enough. You need a justification of where it is good, why it is bad and how it should be corrected.

Research confirms that when analyzing the behavior of other people, most overestimate the influence of a person's nature and his personal capabilities and underestimate the influence of the specific circumstances in which his real activity takes place. For example, the manager will most likely attribute the reason for the unproductive work of a subordinate to the insufficient personal capabilities of the employee, and not to the current situation at his workplace. This phenomenon is known as a fundamental attribution error. That is why it is very important, when assessing an employee, to talk to him, clarify his situation, in what context of events he was, and what influenced the results presented by him, etc. It is this approach that will allow you to avoid mistakes in assessing the employee's work and to be objective.

The purpose of feedback on current activities: evaluate the employee's work, show what has been done well and it is necessary to do the same in the future, identify shortcomings and discuss ways to correct them. In addition, it is important to show the employee the importance of his work for the company, to motivate him.

Basic rule: Feedback should be constructive and factual.

You cannot turn feedback into scolding or praising an employee: "What a fine fellow you are!" or "Well, you give, who does that!" Feedback, ideally, should contain the identification of strengths in the activities, behavior of the employee and weaknesses - places that require correction, reserves for improving the employee.

"I will shout, and in response - silence!" or Feedback on employee suggestions

From time to time, proactive employees go out to managers with their suggestions for improving the way they work or the situation in the company. It is very important to support such initiatives, to demonstrate that such behavior is welcomed (even if the proposals themselves are not accepted for some reason).

The employees made a lot of suggestions on how best to build an intangible motivation system and were really looking forward to how their proposals would be implemented in reality. The approval of the document lasted three weeks, the employees "caught" the head to make their proposals again and again. However, there were no changes suggested by the staff. All sorts of rumors, speculation, and discontent spread throughout the company. Only the presentation of the head explaining why the employees' suggestions could not be used at the present time removed the tense situation in the company. Nevertheless, further proposals of the head to discuss something in the company were met with “interrogations” in the style of “what can we expect?”.

Objectives:

• Support an initiative that contributes to the development of the company and its employees.
• Maintaining optimal working tools, systems, traditions; increasing their importance in the eyes of the employee.
• Increase of employee motivation / formation of adequate employee self-esteem.

Basic rule: If you collect employee suggestions, then you need to give feedback on all of them and take at least some action to show employees that the situation is changing or explain why their suggestions have not been accepted and nothing has changed yet.

After two or three offers left without any attention, the employees "give up". The absence of a "corrective" component of feedback on the employee's proposal or initiative leads to the fact that a sensible proposal may be missed or, on the contrary, the employee will consider himself a "super-hero", although his proposal is not adequate to the needs, strategy and values \u200b\u200bof the company.

Feedback interviews are conducted as suggestions are received from employees. Depending on the complexity, strategic importance of the proposal (for example, a proposal to issue corporate pens is not at all the same as a proposal to develop a new motivation system, or even more so to open a new business line) and the elaboration of the proposal (a voiced idea, pre-collected information, or a ready-made business -plan), its discussion can take from 5 minutes to 1 hour. In rare cases, it can take 2 hours to discuss well-developed but highly ambitious or nontrivial strategic proposals.

When preparing for such a conversation, the leader needs to:

• Examine the employee's proposal (written document, conversation).
• Assess it as a first approximation: relevance, novelty, timeliness, necessity, adequacy, etc.
• Make a decision and prepare arguments for refusal, or, conversely, give the go-ahead to the employee, and determine what requires further elaboration.

If the employee does not say something himself, then you need to ask leading questions. It is important that the employee speaks all of the above himself, then he will be more realistic and critical of his proposal.

Feedback on the employee's proposal should be structured as follows:

1. What is interesting, well thought out, presented
2. What and where can be improved
3. Place "dots" over "i" in terms of relevance, feasibility, adequacy, etc.
4. Give a general verdict: accepted / not accepted; now / after a certain period.
5. Agree on next steps.

« The fact that I did not say anything does not mean that I do not appreciate your work. » or Feedback on employee plans and reports

Feedback is there where there is control. The manager must control the implementation of plans by employees, but before control, this plan must first be discussed and approved. This can and should be done using feedback.

Feedback on discussing employee plans

Feedback on plans is provided to the employee as often as the plans themselves are prepared. It is better to discuss weekly plans, for example, of sales managers every week (5-10 minutes): for control, motivation, prioritization. And the monthly plans are discussed accordingly every month.

The structure of the meeting to discuss and approve the plan can have two options for the development of events. In the first case, if everything in the plan suits you, you need to inform the employee about this, and if he has questions or a need to discuss some important details, help him.

If the presented plan requires adjustment, then the manager needs to decide:

• What makes him tired in this regard and can be left.
• Clearly decide what exactly in the plan does not suit and needs to be changed, refined (for example, the formulation or setting of goals, measures to achieve them, prioritization, availability of indicators and deadlines).
• Then the manager should initiate a discussion on issues that cause difficulties for the employee, or suggest sources of information, set the direction of "thoughts".
• Agree on the timing of the revised plan.

Feedback on the discussion of employee reports

Reports should not be a bureaucratic throwback, at least they should not be perceived as such by employees. Yes, indeed, the manager does not always have time to talk in detail about the report with the employee, but simply “collecting them on his desk or in the closet” is also not the case. Moreover, if the employee “having reported” does not hear anything in response, he may decide that “everything is bad”, even if it is a very good employee, or, on the contrary, that “everything is good”. The minimum that should be done is to notify the employee that the report has been accepted successfully, to mark the employee's most outstanding achievements and achievements.

If the report requires adjustment, then the feedback on the employee's report is given according to the following scheme:

• The manager tells the employee that he is tired of the work done for reporting periodthat was done well.
• The manager tells the employee what does not suit him and needs to be changed (which goals, indicators have not been achieved; in which tasks the priorities are incorrectly set; where the deadlines are disrupted; where the quality of work is not satisfied; the level of responsibility, initiative, etc.)
• The manager discusses with the employee what is the reason that he did not complete this or that task (not of high quality; not on time, etc.); what helps, what interferes in solving the assigned tasks; how he will correct the situation, achieve his goals; what will he do in the future so as not to repeat such mistakes and situations.
• The manager sets priorities in solving problems, employee mistakes.

After providing initial feedback on the plans and reports, the manager and subordinate need to do a few more:

• The employee corrects or supplements the plan or report based on feedback from the manager.
• The manager examines the revised documents.
• The supervisor provides the final feedback (in writing or orally) to the subordinate.

Feedback on the employee's attitude to what is happening in the company (changes and innovations)

goal: to avoid misunderstanding by the personnel of the tasks assigned to them, strategy and corporate values \u200b\u200bof the company.

Usually, in order to introduce changes in companies, they inform employees. "We decided to live in a new way now." In order for the changes to be implemented in the least painless way (as you know, not everyone wants to change), it is very important to ask employees what they think about this, what concerns and objections they have. For these purposes, they use employee questionnaires, the “suggestion box” method, and personal conversations with employees. As with employee suggestions, employee concerns should never be overlooked. Thus, the feedback to employees should include:

1. “Joining” the situation of employees “I understand that the upcoming changes bring a lot of new things for all of us and …………”
2. Praise to employees for justified fears and the named risks "It is very good that you noticed that in this situation this will change, and we will have to ………"
3. Dispelling Myths. Next, you should answer the objections of employees known to the head, while giving additional information, because as you know, the roots of almost all objections lie precisely in the lack of information.

Finally, let's outline the basic rules for providing feedback:

1. Feedback should be! There is no need to hope that the employee will understand everything himself simply by the look of the manager or significant silence.
2. Feedback must be timely. It makes no sense to discuss a year later that “that project was a failure because of you, because you then provided the wrong data and did not deign to check it. We, of course, did not tell you, because you would not have had time to fix anything anyway ... "
3. Feedback should be both positive (praise for good) and negative (scold for bad). But even when providing negative feedback, it's important to find something to praise the employee for. And you need to start with an assessment of what is good in the employee's work.
4. When providing feedback, it is important not to get personal (“how badly you worked, because you’re a lazy and mediocre person”), but to talk about your actions (“I rate your work poorly, as the deadlines were violated and the information was presented haphazardly, unstructured”).
5. Feedback needs to be more specific to be constructive. Contain facts, not opinions or generalities. Not “I got the impression that you started to work without enthusiasm,” but “I see that you have stopped making suggestions.”
6. To give effective feedback to a conversation with a subordinate, you need to prepare.
7. There is no need to immediately expect that immediately after the feedback everything will change dramatically "I told you yesterday!" Unfortunately, the feedback session doesn't work like a magic wand. Change is a long and difficult process, sometimes it is necessary to repeat the same thing many times, because the habits of doing something in a certain way disappear only with time and with the correct reinforcement of the desired behavior.

Providing feedback to subordinates is one of the most powerful HR tools. If the feedback is organized correctly and systematically, then this allows you to achieve from the subordinate a positive attitude towards comments addressed to him, understanding and acceptance of criticism, as well as a willingness to correct shortcomings. A subordinate, ready and eager to correct his shortcomings, isn't such an employee the dream of any manager?

Ability to give and receive feedback, i.e. communicate with subordinates, colleagues, managers. This tool of a successful leader does not lose its relevance to the present. Feedback is a "mirror" of an employee's actions through the prism of established standards in the company and the emotional maturity of his immediate supervisor.

1. Ability to delegate authority.
2. Ability to receive support from top managers of the company.
3. Ability to give adequate feedback to subordinates.
4. Ability to accept feedback from the environment (colleagues, managers).
5. Demonstrating confidence to your environment and yourself.
6. Public speaking skills (meeting, conference, meeting within the department, presenting one's opinion, etc.).

Today, points 3 and 4 are in our field of vision - the ability to give and receive feedback.

Feedback is a "mirror" of an employee's actions through the prism of established standards in the company and the emotional maturity of his immediate supervisor. I purposefully use the term "manager's emotional maturity" because I am sure that this is a key concept, that it is the context that matters and is decisive in the ultimate influence on the emotions and actions of the employee.

Once I read the phrase - "A leader is strong by his team" - she responded very much to me, because, as practice shows, there are no ready-made teams, they are created by talented strong people. The creation process does not stop for a minute, it is always active. Highly effective feedback becomes an important tool of the leader in this work.

The most important prerequisite for good cooperation is precisely constant and open two-way feedback. This is the ability to communicate with your subordinates. This quality is traditionally referred to as the professional skill of a manager of any level.

An employee can only fully demonstrate his abilities and adapt to the requirements placed on him, when he has information about the quality of his work, about personal KPIs, about how he is perceived in the team.

What types of feedback exist:

1. On the results of his current activities (KPI).
2. Compliance with the corporate culture of the company.
3. About suggestions and initiatives of the employee.
4. About interaction with colleagues and the leader.
5. About the current and strategic plans of the company.

Feedback Formats:

1. Positive feedback.
2. Negative feedback.
3. Neutral feedback.
4. Constructive feedback.
5. Motivating feedback.
6. Demotivating feedback.
7. Criticism.

All of the above actions always have a specific goal. We do not just inform a person about the actions he has committed, we always have a purposeful task to convey specific information to him.

What can be the goals of feedback:

• motivation of the employee (s);
• support of the employee's actions, direction to achieve, for example, better results;
• awareness of their strong and weak skills, motivation to improve their skills;
• help in understanding the mistakes made and planning steps to correct them.

What are we doing for this?

First of all, before giving feedback to the employee, mentally ask ourselves the question: "Why am I saying this now?" We remember technique "Reasonable dialogue", which was discussed in my previous article "How to get support from top managers." This technique is the basis for all other speech techniques, and this is why it is valuable.

Important!So that employees hear you and understand your message exactly as you put it into it, without distortions and personal interpretations.

The principle of this model is as follows:

• start in a positive way, find positive moments in the employee's actions;
• the middle is what requires adjustment in the actions of the employee;
• we end the conversation again in a positive way, as a rule, we set the employee up for new actions and express our confidence that he will succeed.

This is the basic method that many know and apply, but from my personal practice I want to add the following observation - changes in the actions of employees occur only in one case, if you, as a manager, believe that this employee will succeed.

If you make a positive motivating speech, but internally remain confident that nothing will work out for the employee, then the situation will change in a negative direction. A leader who does not believe in his team, or individual employees on a non-verbal level demonstrates to them what he is silent about, and gets the result he believes in, i.e. low result. The employees will meet his expectations exactly.

Why? Because verbal information is complemented by non-verbal information, and at the level of intuition, the employee considers your disbelief (non-verbal information) in him and begins to meet your expectations. This phenomenon is described in detail in the psychological literature.

for example, an experiment was conducted with students. The class was divided into two parts. One group of teachers was told that they would teach gifted children and asked them to be very responsible. Other teachers were told that I'm sorry, but it just so happened that you got the lagging students. In fact, the children were absolutely equal in terms of knowledge. As a result of the experiment, a group of schoolchildren with whom the teachers were engaged, who believe that they teach gifted children, showed very high results. The other half of the students showed lower results than before the experiment.

In practice, such examples large quantitywhen belief in a person's capabilities pushes him to achieve high results, and vice versa.

If you are sure that the employee will definitely not cope with the task, you do not need to make a "good face with a bad game", appoint another specialist for this task, or change the employee.

There is also such an option, on the one hand you are not completely sure of the sufficient qualifications of the employee, but you give him a chance to try his hand. The results can be unexpected. However, this still implies a small percentage of faith in the positive outcome of the experiment. It is possible that such an experiment will become a growth point for an employee.

And now for other effective techniques.

Express method - Model B.O.F.F. (most often used in coaching management).

Behavior - Outcome - Feelings - Future

How to apply? Structure of a conversation with an employee:

Behavior (actions)- we mark only the facts (event, action, data, etc.). Important! Do not give an emotional coloring to actions, only objective information.

Example: “You're 30 minutes late for a workshop today.

Result (the effect of these actions) - we list the consequences that occurred or could occur as a result of these actions.

Example: - Your lateness resulted in the failure to sign a supply agreement with client A.

Feelings - we describe only our feelings, emotions that were your reaction to these actions.

Example: - I was unpleasant that because of your lateness ...

Future Orientation - Discuss specific steps the employee is willing to take to avoid repeating these actions.

Example: - What can you do to avoid being late for important workshops?

In the event that the actions of an employee are repeated, it is advisable to move on to administrative consequences.

IN classic version B.O.F.F. there are two more steps like:

• Repeated violation entails logical consequences, i.e. Agreements are made with the employee about what measures will be taken against the employee when the situation repeats. Moreover, the employee himself assigns himself a measure of responsibility.
• If the violation is repeated after the agreed logical consequences, then they are already moving on to administrative consequences - a fine, reprimand, dismissal, etc.

In my practice, I have rarely seen the last two steps in Russian companies. Most often, the manager determines the degree of responsibility for violation of agreements immediately after revealing any violation / action.

I will not describe in detail the next two models, I am sure that you understand the principle of operation of such models, and there is enough information on this topic on the Internet.

Model S.O.I.

Standart - Observation - Result / Standard - Observation - Result

It is most appropriate to use in situations where an employee has committed any violation, violated corporate rules or standards.

SLC model

Successes - Learn - Change

This feedback model works effectively in group actions - design work, summing up the intermediate results of the team's activities or the final work of the team.

During my work with managers of different statuses in Russian companies, I have collected and summarized in a small table conclusions that characterize highly effective feedback, I think this information will be useful to you.

Highly effective feedback

I think every successful leader is interested in what thoughts are born in the head of his employees and what questions they are waiting for answers during feedback. Again collected material in practice:

• The biggest discomfort for employees is the "information vacuum".
• How does my job meet the manager's expectations? How does he assess my results?
• How does he assess me as a person? How valuable am I to my manager?
• What are the work standards (KPI) in the company? Do I meet these standards?
• How does the manager / company assess my contribution to the overall performance of the department / company?
• What do I need to do to move on to the next career step at this company? What skills need to be improved? What skills do you need to develop?

How do you measure the effectiveness of feedback?

First of all, the definition of effective feedback. The most common definition is that effective feedback is feedback followed by appropriate behavioral change (Jewell, 2001). Behavioral regulation, along with the regulation of interpersonal relationships and self-knowledge, are the main functions of feedback (Russell, 2002).

In this regard, within the framework of the issue discussed in this article, it is advisable to distinguish three levels of feedback effectiveness:

• Behavior level - when we observe the intention of an employee to adjust their behavior / actions in accordance with the feedback received.

• Relationship / communication level - when the employee has an intention to change the relationship with the manager and participants in the event / actions in accordance with the feedback received.

• Level of personal attitude to OS (individual reaction to OS) - when an employee has specific actions to change his attitude towards himself in accordance with the feedback received.

We covered the topic of how to give feedback to subordinates.

How do you receive feedback? And again, a collection of recommendations gathered as a result of practical work with leaders.

At first, they were once also novice leaders and just like you learned this powerful tool of work, so first of all it is important to understand the mechanism of feedback.

Secondlylistening carefully to the feedback. What not to do - object / interrupt.

Thirdly, ask clarifying questions, collect lens. What not to do - look for hidden meaning.

Fourth, to recognize objective data. What not to do is ignore the lens.

Fifth, join the discussion. What not to do - refuse to answer, evade discussion.

At sixth, take information without judgment. What not to do is to defend yourself.

The material in this article will help you navigate your first management steps. Next, you will develop your unique experience and supplement this piggy bank useful tips with your individual solutions.

In practice, of course, there are many different variations and it is not always necessary to act according to any particular feedback model. Try it, do it!

If you wish, study additional techniques of neurolinguistics, for example, speech metaprograms, E. Bern's transactional analysis (Parent-Adult-Child) in order to more deeply understand and measure the level of feedback effectiveness.