贝恩咨询职业生涯-DeveloptheIndividuals

1、1 贝恩咨询职业生涯- DeveloptheIndividu als Author: Reviewer: bc Develop the Individua ls December 1998 Copyright 1998 Bain discuss facts, events, examples Objective - do not be influenced by previous performance or hearsay from other cases; base feedback on direct experience Descriptive - be descriptive, no

2、t judgmental Balanced - always give both positives and areas for improvement Actionable - discuss specific action steps for improvement From your perspective - speak for yourself, not for others Open/honest - do not pull punches, do not sugarcoat, and do not overstate Sensitive of feelings - critici

3、ze actions, not the person; use careful language Positive - express confidence that the person can succeed Non-discriminatory - avoid any language that suggests racial/gender or other biases Tentative - be mindful that you are presenting perceptions, not absolute truth Sincere - understand that chan

4、ge is difficult; be tolerant and willing to help ClearMotivated bc Copyright 1998 Bain day-to-day feedback is critical Feedback must be timely Schedule sufficient time and do not allow interruptions Prepare - keep a journal of specific examples Separate positive from negative, and give positive feed

5、back first Make it a discussion, not a speech Listen/question understand their perspective probe for background issues/concerns give them opportunity to ask questions and respond Check for understanding - summarize and agree on key points bc Copyright 1998 Bain encourages continuation of positive be

6、haviors Creates greater openness to negative feedback: builds credibility and trust When is it appropriate? Upon completion of a good piece of analysis After an effective meeting After a good presentation Anytime positive feedback is given by a third party (e.g., a client, an expert) How do you give

7、 it effectively? Be specific, provide detailed feedback. Explain why the work was effective in obtaining results for the client Separate it from negative feedback so it is not diluted/overshadowed Acknowledge publicly, whenever possible bc Copyright 1998 Bain & Company, Inc. Develop the Individuals

8、BOS 20 贝恩咨询职业生涯- DeveloptheIndividu als Tips for Receiving Feedback As part of the coaching process, it may help to review with the team member these tips for receiving feedback. Receiving feedback will allow you to see things about yourself that you could not see in any other way. You will then be

9、able to correct behaviors that are inhibiting your growth. Constructive feedback is an important gift. Every time you are able to use it wisely, you will have taken another step in your own development. 1. Listen closely to the person giving you the feedback, and try not to interrupt. 2. Avoid being

10、 defensive. This can be difficult, especially if the person giving you the feedback is not highly skilled. You may have different perceptions of yourself, but it is important that you understand the perceptions of others. 3. Assume the feedback giver is trying to be helpful. 4. Try to understand the

11、 feedback. If the feedback is not clear, ask for clarification and examples. bc Copyright 1998 Bain & Company, Inc. Develop the Individuals BOS 21 贝恩咨询职业生涯- DeveloptheIndividu als The Learning Dilemma Source: “Teaching Smart People How to Learn,” Harvard Business Review May-June 1991 Sometimes overa

12、chievers find it difficult to accept negative feedback. Overachievers are unaccustomed to failure They may exhibit defensive behavior: Rationalization Aggressiveness Rejection Cynicism Are unwilling to “hear feedback Fail to change behaviors Denial Become depressed, withdrawn Shift behavior from “gu

13、ardrail to guardrail” (i.e., from one extreme to the other) Reluctant acceptance These behaviors are a signal that the benefits of receiving feedback need to be reinforced. bc Copyright 1998 Bain & Company, Inc. Develop the Individuals BOS 22 贝恩咨询职业生涯- DeveloptheIndividu als Reactions to Feedback As

14、 a caseteam leader, you should encourage reactions to feedback that demonstrate maturity and an interest in improving. Deny the feedback Attribute mistakes to external factors Assume coach has negative feelings about the direct report Express passivity - have no reaction Take an aggressive stance to

15、ward the coach Laugh it off Reject coachs authority to give feedback Show cynicism about improvement suggestions Accept responsibility for the behavior or understand the coachs perceptions Analyze why behavior was shown Understand the coachs point of view Ask for more information Enlist coachs to he

16、lp in understanding the feedback Show concern for improvement Listen carefully to feedback Accept feedback and check in with others Defensive ReactionsDesired Reactions bc Copyright 1998 Bain & Company, Inc. Develop the Individuals BOS 23 贝恩咨询职业生涯- DeveloptheIndividu als Handling Pushback (1 of 3) S

17、ource: Adapted from The Developing People Workbook, Forum Corporation The first step in handling pushback is to gain a better understanding of the other persons point of view. Encourage Confirm Resist the temptation to restate your feedback, defend your points, or jump in with more examples. Encoura

18、ge the team member to say more about how he or she sees the situation. Encourage with verbal and nonverbal signals (lean forward, nod, say “uh-huh”). Recognize that the root cause of the team members objections may not be what you think. You may be missing some important facts or context. Listen for

19、 both facts and feelings to understand the root cause of the issue. Use open-ended questions to uncover the team members view. Open-ended questions begin with words like “What”, “How”, “Tell me”, “Describe” and “Explain.” Use silence - it gives the team member an opportunity to consider and expand o

20、n what has been said. Restate the team members observations - both facts and feelings. Summarize what you have heard, and ask if you are correct. Once you have encouraged, questioned, and confirmed, you will have a better understanding of the team members perspective and reactions. You may also have

21、 uncovered some additional facts you were not aware of. Question bc Copyright 1998 Bain & Company, Inc. Develop the Individuals BOS 24 贝恩咨询职业生涯- DeveloptheIndividu als After gaining a thorough understanding of the team members viewpoint, use these tips to provide helpful information and support. Dis

22、agrees with your description of the situation Agrees, but cites factors beyond his or her control Provide more accurate or objective observations that include the team members experiences, along with other facts the team member may not be aware of. Provide and ask for some suggestions for things to

23、do that are within his or her control. Identify ways you can help. “So, what happens is that the other team gives you data that conflicts with yours, and you do not know how to reconcile them. This makes it hard for you to proceed on schedule. Is that right?” “I understand you feel you can not help

24、it if the client does not provide the data. How about if you ? Maybe I could help by ” If the team member:Then you should:Example: Source: Adapted from The Developing People Workbook, Forum Corporation Handling Pushback (2 of 3) bc Copyright 1998 Bain & Company, Inc. Develop the Individuals BOS 25 贝

25、恩咨询职业生涯- DeveloptheIndividu als Check to see if what you said makes sense and if you are both in agreement about what is going on and how to proceed. Continue by asking the team member for his or her suggestions for improvement going forward. Agrees, but does not see why it is important Agrees, but

26、says his or her intention was different Describe the importance of the issue - how it affects the team, you personally, and/or the team member. Offer observations on the differences between the persons intention and the actual results of the behavior or performance. “I know doing a workplan does not

27、 seem important to you. The reason it is important to the team is that it allows us to ” “I see your intention was to be helpful, but when you I saw it as you doubting the team. Maybe you can be more helpful by ” Source: Adapted from The Developing People Workbook, Forum Corporation Handling Pushbac

28、k (3 0f 3) If the team member:Then you should:Example: Even when the team member agrees with what you have to say, he or she may benefit from receiving further information. bc Copyright 1998 Bain & Company, Inc. Develop the Individuals BOS 26 贝恩咨询职业生涯- DeveloptheIndividu als Coaching Examples (1 of

29、2) “Dave, I noticed on the following occasions, you put down the QA managers analysis in front of her boss” “Dave, your cockiness in front of clients borders on rudeness.” “Jan, you should use open-ended questions to explore the plant managers objections. This will give you information you can use t

30、o influence him.” “Jan, in the future, you should capitalize on your natural charm to influence the skeptical plant manager.” Do this: Avoid this: Do this: Avoid this: The objective of coaching is to improve a persons behavior. bc Copyright 1998 Bain & Company, Inc. Develop the Individuals BOS 27 贝恩

31、咨询职业生涯- DeveloptheIndividu als Coaching Examples (2 of 2) “Steve, Id like to give you some feedback on something you said about our billing procedures to the plant manager during todays tour.” “The team thought you were pretty out of line today when you blurted out that billing comment.” “Donna, I g

32、et frustrated when Im trying to make a point in case team meetings and you finish my sentences for me.” “Donna, stop trying to step on me just to get promoted.” Do this: Avoid this: Do this: Avoid this: bc Copyright 1998 Bain & Company, Inc. Develop the Individuals BOS 28 贝恩咨询职业生涯- DeveloptheIndivid

33、u als Agenda Overview How to Develop the Individuals Develop an Exciting Plan for Growth Be the Coach Measure and Communicate Performance Key Takeaways bc Copyright 1998 Bain & Company, Inc. Develop the Individuals BOS 29 贝恩咨询职业生涯- DeveloptheIndividu als Goals of the Written Performance Review The w

34、ritten review is the primary mechanism for measuring results. Measure performance against goals and objectives Establish new goals Identify training needs Ensure consistency between evaluations and salary increases and promotion recommendations Provide documentation bc Copyright 1998 Bain & Company,

35、 Inc. Develop the Individuals BOS 30 贝恩咨询职业生涯- DeveloptheIndividu als Performance Review Content Performance reviews include: Clear and concise Consistent with rating, salary increase, and promotion recommendation Most Important Message Most important points reviewee should take away Specific exampl

36、es, not assumptions Balanced - both positive and negative feedback Own observations - speak for yourself, do not speak for others Situations beyond reviewees control, if appropriate Historical Description Basis of most important message and development objectives Clear, specific action steps Priorit

37、ized based on importance of skills and size of gap Start, stop, and continue format (optional) Development Objectives Key to skill plan development bc Copyright 1998 Bain & Company, Inc. Develop the Individuals BOS 31 贝恩咨询职业生涯- DeveloptheIndividu als The Performance Review Process There are four ste

38、ps in the performance review process: Develo p the Conten t Prepare to Deliver the Review Conduc t the Review Prepare to Write the Review Conduct an interim review Determine areas for improvement at the end of each case For consensus reviews, talk to input reviewers Evaluate performance gaps Determi

39、ne improvement objectives Identify resources Develop most importance message supported by data Anticipate areas of disagreement Think of how to establish a dialogue Schedule the meeting in advance Keep the appointment Do not allow interruptions Establish a positive and open climate Provide specific

40、examples Listen Make sure the reviewee understands where to focus Check in with the reviewee bc Copyright 1998 Bain & Company, Inc. Develop the Individuals BOS 32 贝恩咨询职业生涯- DeveloptheIndividu als Prepare to Write the Review Before writing the review. Conduct at least one interim review with the team

41、 member At the end of each case, determine key areas for improvement For consensus reviews, talk to input reviewers flag inconsistencies gain consensus on key messages include other reviewers examples and anecdotes submit draft to input reviewers for feedback bc Copyright 1998 Bain & Company, Inc. D

42、evelop the Individuals BOS 33 贝恩咨询职业生涯- DeveloptheIndividu als Develop the Content When writing the review. Review development plan for previous six months Evaluate gaps between plan and performance Determine the most critical performance improvement objectives Identify resources the team member can

43、 tap to gain the required skills (e.g., BVU modules, training sessions, colleagues) Develop most important message tie to rating focus on expected behavior changes if appropriate, include promotion message Support most important message with data be specific cite examples and critical incidents incl

44、ude positive and negative feedback bc Copyright 1998 Bain & Company, Inc. Develop the Individuals BOS 34 贝恩咨询职业生涯- DeveloptheIndividu als Writing Watchouts Follow these guidelines when writing the review: Think before writing Provide specific examples of behavior, not conclusions Include positive an

45、d negative feedback Be scrupulously honest Reflect accurately other reviewers comments Respect confidentiality Avoid jargon - use plain language adjective qualifiers - use active verbs assumptions about direct reports knowledge frequency statements relying solely on quantitative values - describe be

46、havior and consequences Do not make commitments you can not honor If appropriate, describe situations beyond reviewees control bc Copyright 1998 Bain & Company, Inc. Develop the Individuals BOS 35 贝恩咨询职业生涯- DeveloptheIndividu als Prepare to Deliver the Review Anticipate potential areas of disagreeme

47、nt and friction envision reviewees defensive reaction and prepare to respond in a way that will help the reviewee understand and accept the feedback be aware of your own response to conflict - go for win-win Think of how to structure the coaching as a dialogue and how to create a climate of openness

48、 Schedule the review meeting several days in advance Keep the appointment Eliminate distractions and avoid interruptions After you have written the review, prepare to deliver it. bc Copyright 1998 Bain & Company, Inc. Develop the Individuals BOS 36 贝恩咨询职业生涯- DeveloptheIndividu als Conduct the Review

49、 Establish a positive and open climate Limit feedback to issues relevant to the job Discuss performance issues in descending order of importance Give concrete, behavior-based feedback on strengths and areas for improvement If reviewee disagrees, reflect your understanding of what he or she is saying

50、 Weight the validity of new information Avoid arguing Ask the reviewee to summarize the three most important areas for development Contact for follow-up, checkpoints, and assistance Help the reviewee learn and grow from the feedback. bc Copyright 1998 Bain & Company, Inc. Develop the Individuals BOS

51、 37 贝恩咨询职业生涯- DeveloptheIndividu als Written Feedback Examples (1 of 3) “In client meetings, Steve did not defend his analysis. On KLM, he relied on a consultant to bail him out.” “Steves lack of confidence is a major concern of other team members.” “Anne failed to identify critical path issues on b

52、randing BDPs. She also produced her own slides on ZBD.” “Anne frequently mismanages her time.” Do this: Avoid this: Do this: Avoid this: Make your statements clear and back them up with examples. bc Copyright 1998 Bain & Company, Inc. Develop the Individuals BOS 38 贝恩咨询职业生涯- DeveloptheIndividu als W

53、ritten Feedback Examples (2 of 3) “On the following occasions, Stacy presented to the client numbers she did not check for accuracy. Our credibility with the client suffered as our conclusions changed and the numbers varied. ” “Stacy met only 80% of her deadlines with an accuracy of 85%.” “Ken failed to meet the deadlines for analyzing the productivity database because the clients MIS Department missed agreed-upon targets.” “It wasnt Kens fault th