What should be the negative feedback of the leader. You might be interested to know. Maria Makarushkina, partner, head of ecopsy consulting vip-consulting practice

The ability to give and receive feedback, i.e. communicate with subordinates, colleagues, managers. This tool of a successful leader does not lose its relevance to the present. Feedback is a "mirror" of an employee's actions through the prism of established standards in the company and the emotional maturity of his immediate supervisor.

1. Ability to delegate authority.
2. Ability to receive support from top managers of the company.
3. Ability to give adequate feedback to subordinates.
4. Ability to accept feedback from the environment (colleagues, managers).
5. Demonstrate confidence to your surroundings and to yourself.
6. Public speaking skills (meeting, conference, meeting within the department, presentation of one's opinion, etc.).

Today, in our field of vision are points 3 and 4 - The ability to give and receive feedback.

Feedback is a "mirror" of an employee's actions through the prism of established standards in the company and the emotional maturity of his immediate supervisor. I deliberately use the term “emotional maturity of a manager” because I am sure that this is a key concept, that it is the context that matters and is decisive in the final impact on the emotions and actions of an employee.

Once I read the phrase - "The leader is strong with his team" - she responded to me very much, because, as practice shows, there are no ready-made teams, they are created by talented strong people. The creation process does not stop for a minute, it is always active. Highly effective feedback becomes an important tool of the leader in this work.

The most important prerequisite for good cooperation is constant and open two-way feedback. It is the ability to communicate with your subordinates. This quality has traditionally been attributed to the professional skills of a manager of any level.

An employee can only fully demonstrate his abilities and adapt to the requirements placed on him when he has information about the quality of his work, about personal KPIs, about how he is perceived in the team.

What types of feedback exist:

1. About the results of its current activities (KPI).
2. About compliance with the corporate culture of the company.
3. On the proposals and initiatives of the employee.
4. About interaction with colleagues and the head.
5. On the current and strategic plans of the company.

Feedback Formats:

1. positive feedback.
2. Negative feedback.
3. Neutral feedback.
4. Constructive feedback.
5. Motivational feedback.
6. Demotivating feedback.
7. Criticism.

All of the above actions always have a specific purpose. We do not just inform a person about his actions, we always have a purposeful task to convey specific information to him.

What are the goals of feedback?

• employee(s) motivation;
• support for the employee's actions, direction to achieve, for example, better results;
• awareness of their strong and weak skills, motivation to improve their skills;
• help in realizing the mistakes made and planning steps to correct them.

What are we doing for this?

First of all, before giving feedback to an employee, we mentally ask ourselves the question: “Why am I saying this now?”. We remember technique "Reasonable dialogue", which was considered in my previous article "". This technique is the basis for all other speech techniques, which is why it is valuable.

Important! So that employees hear you and understand your message exactly the way you meant it, without distortion and personal interpretations.

The principle of operation of this model is as follows:

• start in a positive way, find positive moments in the actions of the employee;
• the middle is what requires adjustment in the actions of the employee;
• we end the conversation again in a positive way, as a rule, set the employee up for new actions and express our confidence that he will succeed.

This is a basic method that many people know and use, but from my personal practice I want to add the following observation - changes in the actions of employees occur only in one case, if you, as a leader, believe that this employee will succeed.

If you make a positive motivating speech, but internally remain confident that the employee will not succeed, then the situation will change in a negative direction. A leader who does not believe in his team, or individual employees on a non-verbal level, demonstrates to them what he is silent about, and gets the result that he believes in, i.e. low result. Employees will exactly meet his expectations.

Why? Because verbal information is complemented by non-verbal information, and at the level of intuition, the employee considers your disbelief (non-verbal information) in him and will begin to meet your expectations. This phenomenon has been described in detail in the psychological literature.

For example experimented with students. The class was divided into two parts. One group of teachers was told that they would have gifted children and asked them to take this very seriously. Other teachers were told that I'm sorry, but it so happened that you got the lagging students. And in fact, the children were absolutely equal in terms of knowledge. As a result of the experiment, a group of schoolchildren who were taught by teachers who believe that they teach gifted children showed very good results. The other half of the students showed results lower than before the experiment.

In practice, there are more such examples when faith in a person’s capabilities pushes him to achieve high results, and vice versa.

In the case when you are sure that an employee will definitely not cope with the task, do not make a “good face on a bad game”, assign another specialist to this task, or change the employee.

There is another option, on the one hand, you are not completely sure of the employee’s sufficient qualifications, but you give him a chance to try his hand. The results may be unexpected. However, this still implies a small percentage of faith in the positive outcome of the experiment. It is possible that such an experiment will become a point of growth for an employee.

And now about other effective techniques.

Express method - Model B.O.F.F.(most often used in coaching management).

Behavior - Outcome - Feelings - Future

How to apply? The structure of the conversation with the employee:

Behavior (actions)- mark only the facts (event, action, data, etc.). Important! Do not give emotional coloring to actions, only objective information.

Example: You were 30 minutes late for a work meeting today.

Result (effect of these actions) - we list the consequences that have occurred or could occur as a result of these actions.

Example:- Your lateness resulted in not signing a supply contract with client A.

Feelings - we describe only our feelings, emotions that were your reaction to these actions.

Example:- I was sorry that because of your delay...

Setting for the future - discuss the specific steps that the employee is ready to take so that such actions do not happen again.

Example:- What can you do to avoid being late for important work meetings?

In the case when the actions of the employee are repeated, it is advisable to proceed to the administrative consequences.

In the classic B.O.F.F. there are two more steps like:

• Repeated violation entails logical consequences, i.e. agreements are agreed with the employee on what measures will be taken against the employee when the situation repeats. Moreover, the employee himself appoints a measure of responsibility.
• If the violation recurs after the agreed logical consequences, then they are already moving on to administrative consequences - a fine, reprimand, dismissal, etc.

In my practice, I have rarely seen the last two steps in Russian companies. Most often, the manager determines the measure of responsibility for violation of agreements immediately after any violation/action is revealed.

I will not describe the next two models in detail, I am sure that you understand the principle of operation of such models, and there is enough information on this topic on the Internet.

Model S.O.I.

Standard - Observation - Result / Standard - Observation - Result

It is most appropriate to use in situations where an employee has committed any violation, violated corporate rules or standards.

Model SLC

Successes (Successes) - Lessons (Learn) - Change (Changes)

This feedback model works effectively in group activities - design work, summarizing the intermediate results of the team's activities or the final work of the team.

During my work with managers of different statuses in Russian companies, I have collected and summarized in a small table the conclusions that characterize highly effective feedback, I think this information will be useful to you.

High performance feedback

I think every successful leader is interested in what thoughts are born in the head of his employees and what questions they are waiting for answers during feedback. Again collected material in practice:

• The biggest discomfort for employees is the "information vacuum".
• How does my work meet the expectations of the manager? How does he evaluate my results?
• How does he evaluate me as a person? How valuable am I to my manager?
• What are the performance standards (KPI) in the company? Do I meet these standards?
• How does the manager / company evaluate my contribution to the overall result of the department / company?
• What do I need to do to move to the next career level in this company? What skills need to be improved? What skills need to be developed?

How to measure the effectiveness of feedback?

First of all, the definition of effective feedback. The most common definition is that effective feedback is feedback followed by an appropriate change in behavior (Jewell, 2001). The regulation of behavior, along with the regulation of interpersonal relationships and self-knowledge, are the main feedback functions (Russell, 2002).

In this regard, within the framework of the issue discussed in this article, it is advisable to distinguish three levels of feedback effectiveness:

• Level of behavior- when we observe the employee's intention to adjust their behavior / actions in accordance with the feedback received.

• Relationship/communication level- when the employee has an intention to change relations with the manager and participants in the event / actions in accordance with the feedback received.

• The level of personal attitude to the OS (individual reaction to the OS)- when an employee has specific actions to change their attitude towards themselves in accordance with the feedback received.

We looked at the topic of how to give feedback to subordinates.

How to receive feedback? And again, a collection of recommendations collected as a result of practical work with leaders.

Firstly, they were once also novice leaders and just like you studied this powerful tool of work, therefore, first of all, it is important to understand the feedback mechanism.

Secondly, carefully listen to the feedback. What not to do is to object / interrupt.

Thirdly, ask clarifying questions, collect lenses. What not to do is to look for hidden meaning.

Fourth, recognize objective data. What not to do is to ignore the lens.

Fifth to join the discussion. What not to do is to refuse to answer, to avoid discussion.

At sixth, accept information without judgment. What not to do is to defend yourself.

The material presented in this article will help you navigate your first management steps. Then you will develop your unique experience and complement this collection of useful tips with your own individual solutions.

In practice, of course, there are many different variations and it is not always necessary to act according to any particular feedback model. Try it, act!

If you wish, further study the techniques of neurolinguistics, for example, speech metaprograms, E. Berne's transactional analysis (Parent-Adult-Child) in order to more deeply understand and measure the level of feedback effectiveness.

FEEDBACK FROM THE MANAGER TO THE SUBJECTS
Zeltserman K.B.
Office file #85 February 2006

A well-coordinated tandem "manager - subordinate" is the key to the success of many things in the company. And good leaders know how to organize this coherence. A constructive dialogue helps to remove all misunderstandings and disagreements between the leader and his subordinates. One of the components of such a dialogue is feedback from the leader to the subordinate. A leader who does not talk to employees, does not use feedback tools, will no longer understand what his subordinates think and feel and may miss a critical moment and the situation will get out of hand. In this article, we will talk about what feedback is, how to properly organize a “feedback session”, where it is important and how to effectively apply it to a manager.

What is feedback to subordinates?

Feedback to a subordinate is the voicing of a reaction to certain actions of an employee. Why is this needed? First, it is a simple display of attention, which, as various studies show, often has a beneficial effect on the relationship between people working together. Secondly, timely feedback allows for preventive, preventive work on the employee's mistakes. Thirdly, feedback has a motivating function, it allows the employee to find out what is expected of him and what are the criteria for evaluating his work. And, most importantly, feedback allows you to achieve the desired results from the employee.

Feedback shows the employee how his work is evaluated. Therefore, not only a direct (oral or written) assessment of an employee's performance can be considered as feedback, but also various incentive tools as an indirect assessment tool.

These indirect instruments include:

• thanks or accolades
• rewards or deductions
• promotion or demotion

All these tools show the employee whether his work is generally assessed as good or bad. However, sometimes it can be difficult for a subordinate to figure out what exactly he was rewarded or punished for. Therefore, feedback is effective only when the manager explains in detail to the employee what is good and what is not very good in his work. Therefore, the most effective feedback tool is a conversation between a manager and a subordinate, when the subordinate not only learns about the assessment of his work, but also has the opportunity to ask questions and clarify incomprehensible points.

There are various situations in working life when the use of feedback is not only appropriate, but also necessary, such types of feedback include:

1. Feedback, as an assessment of the current activities of the employee.
2. Feedback on employee suggestions.
3. Feedback on employee plans and reports.
4. Feedback about the attitude of the employee to what is happening in the company.

Let's dwell on the above points in more detail.

« Execution cannot be pardoned” or feedback, as an assessment of the current activities of the employee.

This type of feedback is the most commonly encountered by managers. Evaluation of an employee's performance occurs almost always when a manager accepts the work of a subordinate. And since the manager is directly interested in improving the performance of the employee, simply assessing the categories “Good” or “Bad” is not enough. You need a rationale for where it is good, why it is bad and how it should be corrected.

Studies confirm that when analyzing the behavior of other people, the majority overestimate the influence of a person's nature and his personal capabilities and underestimate the influence of the specific circumstances in which his real activity takes place. For example, the manager is likely to attribute the reason for the unproductive work of a subordinate to the lack of personal capabilities of the employee, and not to the current situation at his workplace. This phenomenon is known as the fundamental attribution error. That is why it is very important, when evaluating an employee, to talk with him, finding out his situation, in what context of events he was, and what influenced the results presented by him, etc. It is this approach that will allow you to avoid mistakes in assessing the work of an employee and be objective.

Purpose of feedback on current activities: evaluate the work of the employee, show what has been done well and it is necessary to do the same in the future, isolate the shortcomings and discuss ways to correct them. In addition, it is important to show the employee the significance of his work for the company, to motivate him.

Basic rule: Feedback should be constructive and factual.

You can’t turn feedback into scolding or praising an employee: “What a great fellow you are!” or “Well, you give, who does that!”. Feedback ideally should contain the highlighting of the strengths in the activities, behavior of the employee and weaknesses - places that require correction, reserves in the improvement of the employee.

“I shout, and in response - silence!” or Feedback on employee suggestions

From time to time, enterprising employees come to managers with their suggestions for improving the way they work or the situation in the company. It is very important to support such initiatives, to demonstrate that such behavior is welcome (even if the proposals themselves, for some reason, are not accepted).

Employees made a lot of suggestions on how best to build a non-material motivation system and were looking forward to seeing how their proposals would be translated into reality. The approval of the document lasted three weeks, the employees "caught" the leader in order to make their proposals again and again. However, the changes proposed by the staff were not made. All sorts of rumors, speculation, discontent spread throughout the company. Only the speech of the head explaining why the proposals of employees cannot be used at the present time, removed the tense situation in the company. However, further suggestions from the manager to discuss something in the company were met with “interrogations” in the style of “what can we expect?”.

Goals:

• To support an initiative that contributes to the development of the company and its employees.
• Preservation of optimal, working tools, systems, traditions; increasing their importance in the eyes of the employee.
• Increasing the motivation of the employee / the formation of an adequate self-esteem of the employee.

Basic rule: If you are collecting employee suggestions, then you need to give feedback on all of them and take at least some action to show employees that the situation is changing or explain why their proposals are not accepted and nothing is changing yet.

After two or three proposals left without any attention, the employees give up. The absence of a “corrective” component of feedback on the proposal or initiative of the employee leads to the fact that a sensible proposal may be missed, or vice versa, the employee will consider himself a “super-hero”, although his proposal is not adequate to the needs, strategy and values ​​of the company.

Conversations with the provision of feedback are held as suggestions are received from employees. Depending on the complexity, strategic significance of the proposal (for example, a proposal to issue corporate pens, this is not at all the same as a proposal to develop a new motivation system, or even open a new line of business) and the elaboration of the proposal (voiced idea, pre-collected information, or a ready-made business -plan), its discussion can take from 5 minutes to 1 hour. In rare cases, well-researched but highly ambitious or non-trivial strategic proposals can take up to 2 hours to discuss.

In preparing for such a conversation, the leader should:

• Examine the employee's proposal (written document, conversation).
• As a first approximation, evaluate it: relevance, novelty, timeliness, necessity, adequacy, etc.
• Make a decision and prepare arguments for refusal or, conversely, give the go-ahead to the employee and determine what needs to be further developed.

If the employee himself does not say something, then you need to ask leading questions. It is important that the employee speaks all of the above himself, then he will be more realistic and critical about his proposal.

Feedback on the employee's proposal should be built as follows:

1. What is interesting, well thought out, presented
2. What and where can be improved
3. Dot the "i" in terms of relevance, feasibility, adequacy, etc.
4. Issue a general verdict: accepted / not accepted; now / after a certain period of time.
5. Agree on next steps.

« Just because I didn't say anything doesn't mean I don't appreciate your work. » or Feedback on employee plans and reports

Feedback is present where there is control. The manager must control the implementation of plans by employees, but before control, this plan must first be discussed and approved. This can and should be done using feedback.

Feedback on the discussion of the employee's plans

Feedback on the plans is provided to the employee as often as the plans themselves are prepared. It is better to discuss weekly plans, for example, sales managers every week (5-10 minutes): for control, motivation, prioritization. And monthly plans are discussed, respectively, every month.

The structure of the meeting to discuss and approve the plan can have two scenarios. In the first case, if everything in the plan suits you, you need to inform the employee about this, and if he has questions or needs to discuss some important details, help him.

If the presented plan requires adjustment, then the manager needs to decide:

• That he gets tired in this regard and can be left.
• Clearly decide what exactly does not suit the plan and needs to be changed, finalized (for example, the formulation or setting of goals, measures to achieve them, prioritization, availability of indicators and deadlines).
• Then the leader must initiate a discussion on issues that cause difficulties for the employee, or suggest sources of information, set the direction of “thoughts”.
• Agree on the timing of the submission of the revised plan.

Feedback on discussing employee reports

Reports should not be a bureaucratic atavism, at least they should not be perceived as such by employees. Yes, indeed, the manager does not always have time to talk in detail about the report with the employee, but simply “collecting them on your desk or in the closet” is also not the case. Moreover, if the employee “reporting” does not hear anything in response, he may decide that “everything is bad”, even if he is a very good employee, or vice versa, that “everything is fine”. The minimum that should be done is to notify the employee that the report has been successfully accepted, to note the most outstanding achievements and achievements of the employee.

If the report requires adjustment, then feedback on the employee's report is given according to the following scheme:

• The manager tells the employee that he is tired of the work done during the reporting period, which was done well.
• The manager tells the employee what he is not satisfied with and needs to be changed (what goals, indicators have not been achieved; what tasks have been prioritized incorrectly; where deadlines have been missed; where the quality of work is not satisfied; level of responsibility, initiatives, etc.)
• The manager discusses with the employee what is the reason that he did not complete this or that task (not qualitatively; not on time, etc.); what helps, what hinders in solving the tasks; how he will correct the situation, achieve his goals; what will he do in the future so as not to repeat such mistakes, situations.
• The manager sets priorities in solving problems, misses of the employee.

After providing initial feedback on plans and reports, the manager and subordinate need to do a few more:

• The employee corrects or supplements the plan or report, taking into account the feedback from the manager.
• The manager studies the corrected documents.
• The manager provides final feedback (written or verbal) to the subordinate.

Feedback on the attitude of the employee to what is happening in the company (changes and innovations)

Target: to avoid misunderstanding by the staff of the tasks assigned to them, the strategy and corporate values ​​of the company.

Usually, in order to implement changes in companies, employees are informed. "We have decided to live in a new way." In order for the changes to be implemented the least painlessly (as you know, not everyone wants to change), it is very important to ask employees what they think about this, what concerns and objections they have. For these purposes, they use employee surveys, the "suggestion box" method, personal conversations with employees. As in the situation with the proposals of employees, in no case should the concerns of employees be ignored. Thus, feedback to employees should include:

1. “Joining” to the situation of employees “I understand that the upcoming changes bring a lot of new things for all of us and …………”
2. Praise employees for justified concerns and named risks “It is very good that you noticed that in this situation this will change, and we will have to ………”
3. "Dispelling Myths". Next, you should answer the objections of employees known to the manager, while giving additional information, because, as you know, the roots of almost all objections lie precisely in the lack of information.

In conclusion, let's outline the basic rules for providing feedback:

1. Feedback must be! You should not hope that the employee himself will understand everything just by the look of the head or meaningful silence.
2. Feedback must be timely. It makes no sense to discuss a year later that “that project was failed because of you, because you then provided the wrong data and did not deign to check it. Of course, we didn’t tell you, because you wouldn’t have had time to fix anything anyway ... "
3. Feedback should be both positive (for good - to praise) and negative (for bad - to scold). But even when giving negative feedback, it is important to find something to praise the employee for. And you need to start with an assessment of what is good in the work of an employee.
4. When providing feedback, it is important not to get personal (“how badly you did, because you are lazy and mediocre”), but to talk about actions (“I evaluate your work badly, because the deadlines were violated and the information was presented haphazardly, unstructured”).
5. To be constructive, feedback should be more specific. Contain facts, not opinions or generalities. Not "I got the impression that you began to work without enthusiasm", but "I observe that you have stopped making suggestions."
6. To give effective feedback to a conversation with a subordinate, you need to prepare.
7. No need to immediately expect that immediately after the feedback everything will change dramatically “I told you yesterday!”. Unfortunately, the feedback session doesn't work like a magic wand. Change is a long and complex process, sometimes it is necessary to repeat many times and the same thing, because the habits of doing something in a certain way go away only with time and with the right reinforcement of the desired behavior.

Providing feedback to subordinates is one of the most powerful HR tools. If feedback is organized correctly and systematically, then this allows the subordinate to achieve a positive attitude towards comments addressed to him, understanding and acceptance of criticism, as well as a willingness to correct shortcomings. Subordinate, ready and striving to correct his shortcomings, isn't such an employee the dream of any leader?

Source: http://www.b17.ru/article/learn_to_give_feedback_to_guide_the/

It is very important for every self-respecting leader to learn how to properly give feedback to subordinates. After all, the success of the company you lead will largely depend on this skill. We can say that this skill is the art of praising and scolding your wards. But, most of all, I would like to focus on how to correctly tell a subordinate about the mistake he made, about the mistake he made, so as not to offend or, as they say in Japan, save his face?

Let's start with the concept: what is feedback?

In short, this is a certain mechanism for transmitting information, consisting of several questions or suggestions from the manager to his employees, from employees to their colleagues and vice versa, in various versions, etc. In any case, this is more of a dialogue than a monologue, although many leaders, for some reason, do not understand this.

It is simply necessary to give information to your subordinate correctly, and in the form of feedback, in particular.

Why? Yes, if only because the timeliness of this action motivates your employee to creativity, to preventive work to prevent mistakes in the future. After all, we all know the importance and necessity of timely action. And most importantly - the right feedback will help to achieve the desired results from our subordinate!

If you are going to give employees feedback, then you should do it. RIGHT! In no case should you be limited to such evaluation categories as "BAD" or "GOOD". This will obviously not be enough for adequate feedback, in addition, the profit of your company from such a black-and-white approach to solving organizational issues can suffer greatly, and the emotional background of employees, too. In the absence of good feedback in the organization, a kind of “dead” silence sets in, leading to the absence of any interactions in the company.

To establish feedback with the staff, you can set only three clear questions:

1) What are you already doing?

2) How do you see your work?

3) In your opinion, is it possible to do this work better and what is needed for this?

●Important! In this block, the main criterion should be positive. There should be no criticism or other negative verbal, as well as non-verbal manifestations. Therefore, you should always start with the good. From what can be noted from the best side.

The next block should be the desire to stimulate the growth of your employee. So, it makes sense to direct his thoughts towards creativity, towards improving his activities. Give him a direction to accelerate and modernize his activities. Here you can start asking questions: what can be done right now? This will allow your employee to prepare for active actions right now.

●Important! If you really have to make a remark, then do it constructively, in essence, trying to change the person's behavior. Do not criticize his personality in any way. The identity of the employee should be for you, so to speak, UNTOUCHABLE!

We can recommend using the scheme: «+», «-», «+». It means: PRAISE (+) = REVIEW (POINT, SPEED, DIRECTION)(-) =PRAISE AGAIN (ENCOURAGE) (+).

The most interesting thing is that it is not necessary only to ask questions, you can in the same, or similar to the above form, GIVE feedback to employees, in the form statements:

1) Tell the employee about WHAT he did well.

2) Prompt (declare) him that he can do even better in the process of doing his job.

3) Offer him to do it immediately or recommend the implementation of the process at a certain point in time.

So, if you use a similar feedback scheme with subordinates in your leadership, then they will by no means be offended by you.

Use it and the results will pleasantly surprise you!

Moreover, you will notice significant changes in the motivational sphere of the employees of your organization in the direction you, as a leader, need.

Use it and the results will pleasantly surprise you!

In order for employees to understand you and want to achieve results with you, it is important to competently discuss their strengths and weaknesses with them and set goals for them. In this manual you will find techniques, recommendations and examples for giving feedback to sales managers.

Feedback Goals

• help the employee recognize their strengths and weaknesses;
• support actions that improve performance;
• help to learn from the mistakes made.

What does good feedback mean?

• evaluation parameters are transparent, understandable and known to employees;
• the evaluation procedure is objective, not based on personal likes / dislikes - for this, an outside specialist is often invited;
• situations that have occurred recently, for example, within one reporting week, are subject to analysis;
• criticism should be justified by the results of the assessment;
• criticism should be constructive, that is, suggest ways to solve problems;
• there should be a system of rewards for distinguished employees;
• statistics should be kept by which progress can be tracked.

The service "Quality control of sales departments": who will need it, and how we do it

How to give feedback to managers

Model "Sandwich"

The error parsing block (developing feedback) is located between the positive feedback blocks. It is used in conversations on setting goals, adjusting results, developing employees:

Manager Sergey corrected the mistakes of the last week, but has not yet fulfilled the sales plan. We give Sergey feedback.

Let's start with the positive. “Sergei, this week you succeeded and corrected the mistakes that we met in your conversations for a month. Now, while talking on the phone, you address customers by name, engage in a dialogue with interest, and set the next sales step.”

We will discuss what needs to be adjusted, we will discuss the improvement plan. “At the same time, there is room to grow. Pay attention to the presentation of the product, company. Our clients apply to dozens of companies, we need to stand out among them, to interest the client with our offer. Let's discuss what you can do about it." There is no open criticism, we discuss with the employee a plan to improve his performance.

We end the conversation on a positive note. “Great, the action plan has been agreed, let's get to work. Try calling current clients using the plan we discussed. If you have any questions or concerns, please get in touch."

SOR model

Suitable in cases where an employee violated the company's work standards, committed a misdemeanor:

Manager Aleksey did not respond to the client's request within the set time, the client terminated the service contract.

We remind you of the standard (Standart). “Aleksey, our company has a rule - an application for a service must be processed as soon as possible, within a maximum of 30 minutes. The client must know within 30 minutes that we have accepted the application and started working.”

We state the facts and observation (Observation). “Yesterday at 10:15 a request was received from our client, but you only called back at 15:00. The customer waited a long time and tried to fix the problem himself.”

We discuss the impact on the business, the result of the employee's action (Result). “As a result, the customer decided to terminate the service contract because he did not receive assistance at the specified time.”

The next step is the employee's awareness of his act and the acceptance of obligations for the consequences of his behavior.

Boff model

The new manager, Irina, regularly violates the standards of quality service: she communicates impolitely with clients, processes applications late, forgets to call back on time, and stays late during lunch breaks.

Behavior. Tell Irina your observations about her work. Specifically, in the language of facts, preferably with details, dates of observations. Discuss the reasons. Sometimes it happens that the employee is not fully aware of what is expected of him.

Result (Outcome). Discuss with Irina how her behavior (irritability and rudeness in communicating with clients, ignoring applications, a long absence from the workplace after a break) affects business results, the number of clients served, and the number of complaints received from clients.

Feelings. Talk about how you feel knowing Irina works this way. You are upset, upset, not very happy, it is unpleasant for you to realize. Discuss how other managers feel when Irina is away from work for a long time and they have to handle additional calls. By doing so, you will help Irina realize the unacceptability of her behavior.

Future (Future). Discuss with Irina how she can change her behavior. It is best to ask questions and get answers from a co-worker. This will allow her to take responsibility for future decisions and actions. At the end of the conversation, agree on specific actions and deadlines, outline a plan of action for the future. It is advisable to schedule a date for the next meeting to monitor and discuss Irina's progress.

• listen to the call together;
• ask the operator what he generally thinks of this call;
• ask the operator what he thinks he did best;
• ask the operator what he thinks about the customer's experience and whether the customer will use the company's service or products again;
• ask the operator what he would like to improve in this call;
• now express your opinion about this call, using, for example, the “sandwich” model;
• choose one narrow area to focus on using the SMART technique. Do not take the topic "customer service" - it is too extensive for one session;
• play the situation again: you are the client, and the manager will try to take into account his mistakes and build communication based on the comments.