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Out of
the Box Coaching and
Breakthroughs with the Enneagram,
Mary R. Bast, Ph.D.
Copyright © 1999. All rights reserved. Revised:
January 07, 2012
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Confronting
Poor Performance
Have you avoided
confronting problems because you worry the person receiving the feedback
will be defensive and create a difficult situation? To
manage performance feedback, remember two basic principles of
change: The individual must
want to
change and must
be able to change.
Change
is difficult, so frame the need for it in a way that makes it
worth the effort:
-
the problematic
behavior
(e.g., "late to meetings"),
-
negative
impact
of the behavior ("co-workers are annoyed because they have work they could
be doing"), and/or
-
negative
meaning
attributed to the behavior ("they feel you don't respect them".
-
Create a
clear picture
of the desired behavior so both of
you will know it when you see it. Telling someone, "Don't be so condescending," for example, won't be helpful.
State your feedback in positive, specific terms, such as "Ask their opinions."
-
Be sure they understand and
can
take some first steps (this may require self-study,
training, and/or coaching and rehearsal).
-
Help associate the
new behavior with their
own
values. Listen to what's
important to them and mesh your expectations with their values and purpose.
Conflict
Management
Communication Tools for
Courageous Conversation
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