How,Provide,Corrective,Directi business, insurance How to Provide Corrective Direction

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When discussing the “How to’s” of building an engagedculture, we hear lots of talk about ‘reinforcing the positive’ and ‘catchingpeople doing things right’, but what happens when people are doing things wrongand we need to provide corrective direction. Specific steps need to take placeto get the person moving in the proper direction while still keeping thempositive and motivated.Most importantly, you must focus on the situation orissue versus the person, while sharing a more appropriate course of action. Weall need to avoid falling into the trap of confusing criticism withconstructive feedback.Constructivefeedback is information-specific, issue-focused, and based on observations,while criticism is a personal judgment about a performance effort or outcome,usually given is general and vague manner, focused on the person, and based onopinions or feelingsThese steps you will help you have more success.1.     Describe:  Start by describing what the person didaccurately and concisely. Be objective and neutral -- remember, how we saysomething is just as important as what we say. Provide specifics of whathappened and do not exaggerate or minimize the situation. Focus on the positivecontribution. 2.     Explain:  Explain the impact of the behaviour on thecustomer, team or organization. These need to be observations of what you haveseen or heard -- not your interpretations or opinions. Observations are factualand non-judgemental. It is helpful to start focused on ‘I’. ‘I notice’, ‘I haveseen’ or even ‘I have been told’. This will help keep the discussion issuefocused. Avoid using ‘but’, ‘although’ or ‘however’ to link this to the firstsection. These words create contradictions and send a mixed message that effectivelynegates any positive message you started with. 3.     Suggest: Suggestspecific changes that you would like to see made and explain what you want theperson to do differently. The more specific, the more likely they person willbe able to implement the suggestion next time.4.     Commit: Seek acommitment to change. Be clear on the consequences of continuing in this vein.Seek an agreement about the new, modified behaviour. In extreme cases, be clearof the consequences of not making these changes -- but again be objective andneutral to minimize this sounding like a threat.Example: One of your team is being described as harshor bossy when providing direction to other team members.Describe: Bill, I really appreciate that you have takenownership of this project and are providing clear, well thought-out input onwhat next steps are needed. I wanted to let you know how valuable this is tothe team and the overall success of the project.Explain: I notice that sometimes when you provide direction toother team members, you are very quick and specific when giving input -- whichsometimes creates the impression that you don’t value their input and thinkthat only your way is the correct way. Suggest: I’d like to suggest that you take some time tounderstand why they did it the way they chose and what next steps they areconsidering. Then building on their ideas, share some additional thoughts onhow they can accomplish their goal.Commit: That way, they will feel that you are adding to theirthoughts and helping them be more successful. Does that make sense? Would yougive that a try next time and let me know how it works?Feedback should be given, as close as possible to when the performanceincident occurs so that the events are fresh in everyone's minds. When feedbackis given well after the fact, the value of the constructive feedback islessened.The exception may be when giving negative feedback. Sometimes when anegative incident happens you may need time to get your thoughts in orderbefore you give negative feedback (coming on too strong or in an angry mannerwill negate any good you hope to achieve). Giving the feedback tomorrow ratherthan immediately will come across as far more constructive -- and tomorrow isstill timely. Lastly -- and hopefully these go without saying -- your feedback shouldbe person-to-person versus in writing. The very nature of feedback is amentoring/coaching activity, which should be done verbally and informally. Youshould also provide positive feedback in the same manner at least as often asyou provide corrective feedback.By focusing on the positive and keeping the discussionfact based when providing correction, you are able to modify and build newbehaviours, without challenging their current behaviours. What do you think? Isit worth a try?