Stop telling to someone that he did a good job!
Well, now that I have your attention, let's look at that from another angle. By the way, it is not to stop telling them that they made good work, but rather tell them exactly what they did that you judge to be a good work.
I had bosses who told me: " hey, it went well today, no? Thank you! " I was really happy to receive such message but what have I done that was good exactly? The day was long and there were several instances which, in my opinion, confirm that the day went well. Many things happen on an eight-hour day, no?
Then, when I asked what was well done, they answered vaguely without necessarily knowing what exactly. Although it felt good, I would have liked to reproduce certain actions because it motivates me to know that I'm recognized.
When we give a feedback to an employee, we often make generalizations which, in the end, do not necessarily trigger a repetition of these gestures.
Feedback is information (about work) that helps the person who is receiving the feedback alter, change, adjust or maintain his or her behavior and/or attitude.
If my bosses had told me: " hey, it went well today, no? I liked how you managed the tough moments when there were many customers at one time. You are well organized, calm and confident. The customers seemed to appreciate. Thank you! "
With these more precise observations, I know what to do. Even if I know that I am organized, knowing that it was noticed by my bosses was rewarding and incites me to do it again.
The effective model for such feedback is known as the SAR (Situation - Action - Results) model. The purpose of this model is to help managers and supervisors to visualize a pattern of giving good positive feedback, and encouraging individuals to take initiative and complete their tasks efficiently. In this second example of behavioral coaching, see how this model applies:
1. A specific situation: " how you managed the tough moments. "
Describe the situation or the task that needed to be accomplish. Describe a specific event or situation, not a generalized description of what they have done in the past.
2. The action: " you are well organized, calm and confident. "
Describe the specific action they took and be sure to keep the focus on them. Even if they are discussing a group project or effort, describe what they did -- not the efforts of the team. Be sure not to tell what they should have done do, but tell what they did.
3. The result: " customers seemed to appreciate. "
The coach must explain the results the employee achieved. What happened? How did the event end? What did they accomplish? What did they learn?
Behavioral Coaching is a style of feedback that accurately predicts future performance by analyzing past performance in a similar situation. It focuses on experiences, behaviors, knowledge, skills and abilities that are job related.
A positive feedback aims simply at recognizing the good work of an employee to encourage him(her) to continue on this way. It has to focus on a precise behavior and emphasize the advantages to adopt and maintain such behaviour.
So, the next time you will be able to give a " pat in the back ", make sure to be specific. It will encourage the employees to continue in the right direction.
Francis Prézeau
Owner/President
f.prezeau@signaturecanada.ca
Phone: 514-923-8155
signaturecanada.ca
I had bosses who told me: " hey, it went well today, no? Thank you! " I was really happy to receive such message but what have I done that was good exactly? The day was long and there were several instances which, in my opinion, confirm that the day went well. Many things happen on an eight-hour day, no?
Then, when I asked what was well done, they answered vaguely without necessarily knowing what exactly. Although it felt good, I would have liked to reproduce certain actions because it motivates me to know that I'm recognized.
When we give a feedback to an employee, we often make generalizations which, in the end, do not necessarily trigger a repetition of these gestures.
Feedback is information (about work) that helps the person who is receiving the feedback alter, change, adjust or maintain his or her behavior and/or attitude.
If my bosses had told me: " hey, it went well today, no? I liked how you managed the tough moments when there were many customers at one time. You are well organized, calm and confident. The customers seemed to appreciate. Thank you! "
With these more precise observations, I know what to do. Even if I know that I am organized, knowing that it was noticed by my bosses was rewarding and incites me to do it again.
The effective model for such feedback is known as the SAR (Situation - Action - Results) model. The purpose of this model is to help managers and supervisors to visualize a pattern of giving good positive feedback, and encouraging individuals to take initiative and complete their tasks efficiently. In this second example of behavioral coaching, see how this model applies:
1. A specific situation: " how you managed the tough moments. "
Describe the situation or the task that needed to be accomplish. Describe a specific event or situation, not a generalized description of what they have done in the past.
2. The action: " you are well organized, calm and confident. "
Describe the specific action they took and be sure to keep the focus on them. Even if they are discussing a group project or effort, describe what they did -- not the efforts of the team. Be sure not to tell what they should have done do, but tell what they did.
3. The result: " customers seemed to appreciate. "
The coach must explain the results the employee achieved. What happened? How did the event end? What did they accomplish? What did they learn?
Behavioral Coaching is a style of feedback that accurately predicts future performance by analyzing past performance in a similar situation. It focuses on experiences, behaviors, knowledge, skills and abilities that are job related.
A positive feedback aims simply at recognizing the good work of an employee to encourage him(her) to continue on this way. It has to focus on a precise behavior and emphasize the advantages to adopt and maintain such behaviour.
So, the next time you will be able to give a " pat in the back ", make sure to be specific. It will encourage the employees to continue in the right direction.
Francis Prézeau
Owner/President
f.prezeau@signaturecanada.ca
Phone: 514-923-8155
signaturecanada.ca
Francis Prézeau
Signature Canada is a leader in training employees to deliver legendary customer service while increasing sales. Since 1986, Signature’s unique training methodology has provided a measurable ROI for our customers, compelling them to return year after year. www.signaturecanada.ca