How Appetizing is Your Feedback?

Written by Ed Sykes

Continued from page 1

3. Quality Ingredients Arerepparttar Start of a Great Meal Be consistent every time you give feedback so thatrepparttar 119521 person receivingrepparttar 119522 feedback will know what to expect. Be fair in your feedback. Also focus your feedback on actions observed, notrepparttar 119523 person. Or, as I say, “point to point, not person to person.” Use “I” statements.

* Be direct in your feedback. Just like you wouldn’t want to wait forever to get torepparttar 119524 main course, you wouldn’t want to wait forever for someone to tell you why they are giving you feedback. * Set positive expectations so they want to eat. Instead of sayingrepparttar 119525 following:

“Mike, come by my office today at 3 p.m. so that I can give you some “constructive criticism.” Mike is thinking he had rather be having a root canal.

Sayrepparttar 119526 following:

“Mike, come by office at 3 p.m. today. I have some ideas on how to make your job easier (or some other benefit) and would value your feedback.”

Remember, in order forrepparttar 119527 receiver ofrepparttar 119528 feedback to be hungry forrepparttar 119529 information, applyrepparttar 119530 “What’s In It For Me” (WIIFM) technique. Ask yourself, “What isrepparttar 119531 benefit torepparttar 119532 receiver of my feedback?”

* Master Our Utensils. Master our utensils,repparttar 119533 words we use, when servingrepparttar 119534 meal. For example, if you noticed someone unfocused in their conversation, you might sayrepparttar 119535 following:

“Sue, slow down! You are rambling too much.”

Instead sayrepparttar 119536 following:

“Sue, you sure have a lot on your mind. Let’s concentrate on toprepparttar 119537 three points you want to discuss.”

Use positive words to create a great meal.

4. Ask for Feedback onrepparttar 119538 Meal Encouragerepparttar 119539 other person to give you feedback on your feedback. This may clear up any misunderstandings. Also, it shows that you valuerepparttar 119540 other person’s opinion.

5. Endrepparttar 119541 Meal on a Positive Note Appreciate their time, their manners, and overall demeanor torepparttar 119542 feedback. Let them know that you appreciaterepparttar 119543 efforts they are making. Also tell them that you expect that there will be a positive outcome fromrepparttar 119544 feedback session. Also, let them know that you are there to help them succeed. Apply these techniques at work, home or inrepparttar 119545 community to ensure that your feedback is more appetizing to others.

Bon appétit!

Ed Sykes is a professional speaker, author, and success coach in the areas of leadership, motivation, stress management, customer service, and team building. You can e-mail him at, or call him at (757) 427-7032. Go to his web site,, and signup for the newsletter, OnPoint, and receive the free ebook, "Empowerment and Stress Secrets for the Busy Professional."

Delegate to Accelerate Success

Written by Ed Sykes

Continued from page 1

3. Communicaterepparttar Task Takerepparttar 119520 time to clearly communicaterepparttar 119521 task. Communicaterepparttar 119522 expectations ofrepparttar 119523 task. And most importantly, communicaterepparttar 119524 ownership ofrepparttar 119525 task. What I mean is thatrepparttar 119526 person assigned torepparttar 119527 task will be ultimately responsible forrepparttar 119528 success ofrepparttar 119529 task. When communicating responsibility forrepparttar 119530 task, letrepparttar 119531 person knowrepparttar 119532 consequences of not completingrepparttar 119533 task andrepparttar 119534 rewards of completingrepparttar 119535 task. For example, you might say something like this:

“Mike, this report to justifyrepparttar 119536 new computer system is important because if it is not done on time our division will not haverepparttar 119537 tools to meet our customer’s needs. By putting togetherrepparttar 119538 report byrepparttar 119539 June 15th deadline we will qualify forrepparttar 119540 new computer system which will allow our division to exceed customer service expectations, increase our organization’s bottom line and earn you a bigger bonus and positive exposure for future opportunities. I know you will do what it takes to make this happen.”

Note: If possible, showrepparttar 119541 employee how to dorepparttar 119542 task. Telling and showingrepparttar 119543 person delegatedrepparttar 119544 task enhancesrepparttar 119545 probability of his/her understanding and being confident withrepparttar 119546 task.

4. Provide Resources, Remove Barriers Now is our opportunity to make sure thatrepparttar 119547 person we are delegatingrepparttar 119548 task to hasrepparttar 119549 resources. Whether it isrepparttar 119550 time, people, or technology, it is our responsibility to find out after understandingrepparttar 119551 task, pickingrepparttar 119552 right person, and communicatingrepparttar 119553 task to providerepparttar 119554 resources for success. I have seen time and time again in a variety of organizations whererepparttar 119555 person delegatedrepparttar 119556 task hasrepparttar 119557 ownership for its success but doesn’t haverepparttar 119558 resources to be successful. Takerepparttar 119559 time to askrepparttar 119560 following question, “What resources will you need to be successful?”

Also find out what barriers might be inrepparttar 119561 way to successful completion ofrepparttar 119562 task and eliminate them. This could be people, organizational restrictions, or lack of knowledge. For example, with people,repparttar 119563 task you assign might requirerepparttar 119564 person assignedrepparttar 119565 task to work with someone who has a “challenging personality.” Knowing this, you could make sure that this person withrepparttar 119566 “challenging personality” understandsrepparttar 119567 importance of this task so that he/she does not hinderrepparttar 119568 success ofrepparttar 119569 task.

Note: Letrepparttar 119570 person delegated know that you have an open door should he/she have any questions concerningrepparttar 119571 task. Open communication is important for this arrangement to work.

When you provide resources and remove barriers forrepparttar 119572 person delegatedrepparttar 119573 task, you are ensuring complete ownership forrepparttar 119574 success ofrepparttar 119575 task.

5. Guarantee Understanding Make sure whenrepparttar 119576 person leavesrepparttar 119577 meeting, that he/she understands exactly what is expected. The typical interaction between a manager or supervisor andrepparttar 119578 employee isrepparttar 119579 manager asks, “Do you understand everything we discussed?” andrepparttar 119580 employee of course says, “Yes.” Then a week laterrepparttar 119581 manager is disappointed withrepparttar 119582 results ofrepparttar 119583 task and asks, “What happened?” andrepparttar 119584 employee says, “I didn’t understand what I was supposed to do.” We set that employee up for failure by not takingrepparttar 119585 time to make sure he/she understood what was expected to make this task successful.

By askingrepparttar 119586 question, “Mike, do you understandrepparttar 119587 task at hand?” you receive a closed-ended, or yes or no, answer. It doesn’t give you one ounce of information on whetherrepparttar 119588 person understandsrepparttar 119589 project.

By asking an open-ended question, “Mike, please share with me your understanding of what is required to make this task successful?”repparttar 119590 person givingrepparttar 119591 answer is required to give a comprehensive answer detailing his/her thoughts onrepparttar 119592 task at hand. The answer will give you an indication as to whetherrepparttar 119593 task is understood or not. Also, at this point,repparttar 119594 employee may give you inrepparttar 119595 answer a totally different and better way to accomplishrepparttar 119596 task. 6. Encourage Success Letrepparttar 119597 person delegatedrepparttar 119598 task know that you have confidence in him/her. Remember, in most cases, this task is new to hi/herm and by communicating that you have confidence that he/she will be successful givesrepparttar 119599 confidence to succeed. You might say something like:

“Mike, I’m glad we hadrepparttar 119600 time to go over this task today and you understand what is required to be successful. I am excited and confident that you will make this task your own and put your unique spin on it. I look forward to hearing about your progress on this task andrepparttar 119601 successes alongrepparttar 119602 way to its completion. Thank you for undertaking this very important task.”

7. Followup, Reward, Followup, Reward This is where I go back to The Apprentice. Kwame’s follow-up, or lack of appropriate follow-up with Omarosa, could have led to his team’s failing and morale going down. It did lead to Kwame not getting his dream job.

Here are some tips for good follow-up:

* Make sure you knowrepparttar 119603 level of follow-up required. One factor isrepparttar 119604 person you are delegatingrepparttar 119605 task to and his/her level of knowledge and confidence concerningrepparttar 119606 task. Ask! Some people may want much follow-up, while other may require little follow-up. It also depends on how difficultrepparttar 119607 task is to complete.

* Make sure you have scheduled follow-ups. Before you leaverepparttar 119608 first meeting, make sure you schedule your first follow-up; whether it is one day or week, schedule that first follow-up.

* Reward progress at each follow-up meeting and in public if possible. Show appreciation (Read my article, “Appreciate to Motivate”) inrepparttar 119609 meeting and, if possible, in public so that everyone is motivated to do more.

* Correct to get back on track. In most cases it may be as simple as showingrepparttar 119610 correct way of doingrepparttar 119611 task or brainstorming so thatrepparttar 119612 person responsible forrepparttar 119613 task will come up withrepparttar 119614 solution. This will keeprepparttar 119615 person and your team motivated towardrepparttar 119616 end result. Or, in Omarosa’s case, what steps do you need to take to getrepparttar 119617 project back on track? Possibly retrain, reassign, minimize, provide corrective action orrepparttar 119618 ultimate action…terminaterepparttar 119619 person if he/she are knowingly disregarding your organization’s policies and procedures. Believe me, “Omarosas” are rare if you have takenrepparttar 119620 necessary steps alongrepparttar 119621 way to pickrepparttar 119622 right person.

Followrepparttar 119623 steps mentioned and you will be well onrepparttar 119624 way to enjoying a successful career, business, and life and accomplishing far more in less time.

Ed Sykes is a professional speaker, author, and success coach in the areas of leadership, motivation, stress management, customer service, and team building. You can e-mail him at, or call him at (757) 427-7032. Go to his web site,, and signup for the newsletter, OnPoint, and receive the free ebook, "Empowerment and Stress Secrets for the Busy Professional."

    <Back to Page 1 © 2005
Terms of Use