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Extra resources for Development for High Performance Revised Edition: Management Extra
Seek further feedback on any changes/improvements that you have instituted Feedback is a continuous process - ensure you have a feedback session planned for the future; i t may help to motivate you to implementlpractise a change. Now review your responses. I n which areas can you make improvements? Choose up t o four areas for improvement and note what you can do t o improve. Areas for improvement Plan for action 0 Do you do this? Sometimes Rarely 0 0 0 0 0 0 0 0 0 0 0 0 0 Development for High Performance Feedback You could take this activity further by giving a copy of these a d practice checklists to either a close colleague or your nnager and asking them to ass- your ability to give and receive feedback.
Most coaching conversations ape brief, lasting five to 15 minutes. Brief conversations have more impact, while longer conversations tend to open the door for issue jumping and excessive feedback that can lead to defensive conversations. Short periods of coaching are also more realistic to schedule because they leave time for other high-priority tasks. Source: Antonioni (2000) Stage 3: The individual undertakes the task or practises the skill Coaching is not simply a repetitive process. Ideally, the coach starts off in a hands-on role, demonstrating and explaining a task, but eventually assumes a hands-off role.
Compare their responses with yours. Who knows, you may have been too hard on yourself, or you may have missed an important aspect of giving or receiving feedback (a blind spot) where another individual's views will provide a event and valuable perspective. You may also like t o think about how your team members eive feedback, and about how t o develop good fedback practice within your team. - Activity 8 0bjective Use this activity to: + review common areas (not just work areas) where you know coaching works + link coaching wportunities to bath yourself and your staff.
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