The art of negative feedback : reframing without demotivating Tutorial

Discover the transformative power of negative feedback in 'The Art of Negative Feedback: Reframing Without Demotivating'. This video explores how to provide constructive criticism with courage and compassion without discouraging your team. Learn the five essential steps to turn challenging conversations into opportunities for growth, ensuring alignment with goals while preserving motivation. Unlock agility and foster a culture of progress—tune in now!

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Are there attitudes and actions not in line with the expectations?

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Don't delay refocusing with them.

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This is a great opportunity for you to show courage,

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caring,

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and agility.

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Courage,

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yes,

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you will need it.

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You will need courage to go straight to the point.

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Don't let things pass you by without saying anything.

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It wouldn't serve neither your team member nor yourself.

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It will also weaken the whole team who will find the situation abnormal and unfair

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and may even rush into this breach.

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Don't wait more than 24 hours to discuss the

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situation face to face with the person in question.

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Of course,

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don't give negative feedback in front of everyone.

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It's a declaration of war.

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React quickly when the event is recent.

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During the meeting,

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first of all,

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take some time to welcome the person with authenticity and respect.

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If you're the manager,

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avoid,

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sit down.

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I've summoned you here because

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then get straight to the point.

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Start with the facts,

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facts that are as accurate and verified as possible.

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Instead of Peter,

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you're always late.

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Say,

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Peter,

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you have been late 3 times this week.

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Instead of saying,

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Sophie,

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the client is very unhappy with you,

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say something more specific like Sophie,

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the client called to complain about your impatience at yesterday's meeting.

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Don't say,

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Alan,

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you're really a mess,

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it's ridiculous.

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Say,

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Alan,

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I saw this morning that you weren't wearing

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a safety helmet on the construction site.

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Be clear,

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precise about the facts without making a judgment or stating your expectations,

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yet.

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Malro said to judge is in any case to not

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understand because if one understands they could no longer judge.

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The facts must speak for themselves.

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The advantage of sticking to the facts at the beginning

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is to be able to start from a common base.

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The description of the facts must be accepted by both parties.

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This will be the case if they are shared in a neutral and respectful manner.

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Unless there is a different recollection of what really happened,

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or there is a lie or worse,

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bad faith.

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Without agreement on the description of the facts,

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it's difficult to go any further in the discussion.

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We have talked about courage.

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Now let's talk about caring,

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gracious.

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Yes,

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you will need it to listen to what they will have to say without

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trying to get the upper hand

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to impose impose your point of view or to have the last word.

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Remember,

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you're not a parent who has to lecture your child to keep quiet,

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to listen to you and to obey you.

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You're an adult trying to understand another adult

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to hear their point of view,

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to build the future and in a common direction that

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is consistent with the department's objectives and the corporate values.

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Listening to your colleagues will allow you to determine to

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what extent they are really responsible for the situation.

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Is it just a mistake or is it a fault?

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Is it a problem due to a lack of training,

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a lack of information,

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a lack of ability,

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in which case it is the responsibility of the manager.

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Or is the situation due to a lack of attention,

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of motivation,

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or even worse,

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a will to harm,

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in which case it is more the responsibility of the employee.

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In order for everyone to get back to their projects in an appropriate manner,

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be clear on these three points,

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responsibilities,

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capacities,

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and motivation.

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Listen,

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question,

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and rephrase what the other person says at this stage in order to gain clarity.

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It is quite human of them to try to

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defend themselves and justify their actions and failures.

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Kindly leave this small loophole for them while waiting

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to move on to the next phase of construction.

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Take notes on their arguments if there are numerous and the situation is complex.

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It will allow you to go over points one

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by one and start thinking about solutions together.

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Now,

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let's look at agility.

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You will need agility to be able to handle

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kindness and courage without getting caught up in it.

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After the employee expresses their vision

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and you have all the information on the subject which will allow you to see clearly,

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then it's time to set a new objective.

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Ideally,

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the discussion will have progressed well.

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The employee will have expressed themselves and will

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spontaneously commit themselves to a new objective.

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Otherwise,

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it will be up to you,

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if you are the manager to say to your employee.

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I therefore expect you to,

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or how are you going to go about or how do you plan to succeed?

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A reframing,

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a reframing is turned towards the future and not towards the past.

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It is an opportunity for the employee and the team to progress

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and not an opportunity to please yourself by listing all the other person's wrongs.

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Concretize the meeting by setting a smart objective,

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specific,

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measurable,

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accepted,

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realistic,

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and time bound.

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Perhaps the person being reframed needs training in

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order to be able to meet the expectations.

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Training on a specific tool,

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on their interpersonal communications,

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on customer relations,

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on the use of dashboards,

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on

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offer your help as well if it is useful for the success of the objective.

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And as a last step,

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don't forget to set the follow up.

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Decide together when you will do an update on the subject.

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Positive refraining should always be followed up.

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As a manager,

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this will be an opportunity to keep developing your employee and to show

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them that the goal they have set is important to the whole team.

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Above all,

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the follow up will be an opportunity to

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give positive feedback if the situation has improved.

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Here's a summary of the 5 steps for giving negative feedback,

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also known as reframing.

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1,

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greet them graciously.

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2,

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describe the facts as accurate and verified as possible.

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3,

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listen actively,

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question and rephrase during the listening step.

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4,

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set a smart goal.

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How will you achieve?

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5,

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plan a follow up.

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Of course,

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there are sometimes tricky situations where your

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constructive reframing will still not work.

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Talk to your superior and HR.

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Their advice or even intervention can be invaluable.

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In consultation with them,

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you will have the necessary support

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in the event of the necessary disciplinary sanctions,

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such as warnings,

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reprimands,

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or termination.

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Last reminder,

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reframing,

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constructive feedback is an opportunity for everyone to progress

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and must always lead to a future oriented objective.

Mandarine AI: WHAT YOU SHOULD KNOW