Universal City Studios" unused continental postcard, circafresh appearance. Salesroom above it; etc. The sheet music for the song of that title came out in Seldom seen; seldom offered.
As counterintuitive as it may seem, giving feedback to a top performer can be even tougher. However, giving your stars good feedback is essential to keeping them engaged, focused, and motivated.
Luckily, feedback discussions do not need to be unpleasant, especially with top performers. No matter who is receiving the feedback, it is essential to follow good feedback practice. Do your homework; gather data and details to support your feedback.
Always describe behaviors, not traits. Be sure to check for understanding and agree on clear next steps and a fair way to measure progress.
That said, feedback for your top performers does require special care. Think carefully about the behaviors that have enabled your star to succeed — they may be the same behaviors holding her back see Case Study 1 below.
To make the most of your feedback session, focus The star performer case study discussion on three levels: At the beginning of the session, set up the conversation by explaining you will be covering those three levels.
Express Gratitude for Current Performance Many managers make the mistake of assuming that their top performers already know how well they are doing. Always start your feedback session by specifically stating what your star has accomplished.
Show gratitude for her contributions and successes. Tap into that commitment and engage your high performer in a discussion about how she might achieve the next level of performance, whether it is a new sales target or a promotion.
This part of the discussion should include recognition of what might be standing in her way and how she can overcome those obstacles. Manzoni had a particularly good manager who adeptly helped him think about what was next and how he could get there.
Instead, I walked into his office six feet tall, and I came out of it nine feet tall.
To prompt her, ask questions such as: You and your company depend on retaining top performers. Therefore, it is a wise investment of your time and energy to support and develop them. Principles to Remember Give both positive and constructive feedback to high performers regularly. Identify development areas, even if there are only a few.
Focus on the future and ask about motivations and goals.
Presume a star has reached the limits of her performance. Leave your top performers alone. Assume your stars know how appreciated they are. Simon was by all measures a top performer in the company. He was efficient and no-nonsense and kept focused on his work, not on the day-to-day drama and gossip that often happens in a small company.
He provided an example: At first Simon nodded and agreed he would be more participative. He vowed to not have lunch at his desk on Fridays. Eventually, Simon started to attend more of the events, somewhat begrudgingly, but his participation allowed him to create better relationships across the company.
Reframing Feedback in the Context of Long-term Goals Gretchen Anderson, the Director of Business Development at the search firm On-Rampshas worked with many young, ambitious professionals throughout her career.
As a manager at the management consulting firm Katzenbach Partners, Gretchen managed a particularly ambitious consultant named Melissa.
Melissa was an extremely hard working associate — so hard working that Gretchen and others at the firm were concerned she would burn out. Her reviews were comprised mostly of positive feedback about her performance. She felt she should be the judge of when she was working too much. Melissa regularly asked for follow-up sessions to keep discussing the issue and grilling Gretchen about the fairness of the feedback.
After a half dozen conversations, Gretchen decided she needed to find a way to reframe the issue so Melissa could understand what was at stake. Instead of starting the sessions focused on current performance, Gretchen began by asking Melissa about her long-term career goals.
With that goal as the backdrop, Gretchen was able to explain more clearly to Melissa the consequences of her work pace: Also, if she was constantly working at capacity, how would she handle a last minute request from a client?Jan 16, · initiativeblog.com - Robotic Process Automation RPA Case Study – Downloading files & Data Massaging - How RPA Works | 1.
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At only 5’3" tall, 94 pounds, her boob size is an A cup, but her other sexy measurements have been kept under wraps, technically initiativeblog.com any rate, they look dang good! Having entered the porno industry at the age of 21, in less than a year. Case Study #2: Reframing Feedback in the Context of Long-term Goals Gretchen Anderson, the Director of Business Development at the search firm On-Ramps, has worked with many young, ambitious.
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