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    WebinarSystemic Collaboration 2014 60 min

    Giving Performance Feedback Live

    "Do a performance appraisal! Can I give a speech instead?” Although studies have shown that one of the most feared tasks amongst people is to give a speech, many managers would argue that giving performance feedback may rank higher. Most of us have forgotten that the primary purpose of conversations about performance is to improve performance. Yet in a performance appraisal discussion, many managers go through a list of examples of past of performance that did not measure up – as if listening to a litany of complaints ever helped anyone change their performance for the better! In this Fast Action Learning participants will learn simple, common sense models and specific techniques that will not only make the giving of feedback easier, but it will help provide feedback that truly impacts performance. Tools tied to practical application will be highlighted. In the 1 hour session we will engage in a fast cycle exchange of information exchange, dynamic tools, and discussion around the topic of giving feedback and how to make it more effective – and easier! Questions will be formulated for the High Performance Organization Learning Group, discussion threads will begin, and a learning circle community will form around this important topic.

    Presenter

    PP

    Paul Plotczyk

    • How to assess the two key dimensions of performance - employee commitment and competence - performance with an easy to use 4-Box Assessment Model • Identify characteristics of High, Middle and Low/Grow Performers • The value of framing performance discussions using the 20/20/60 Rule • Examples of reframing complaints to determine what performance outcomes are missing • Current Research and Findings

    Key Takeaways

    • 1.The primary purpose of performance conversations is to improve performance, not to list past complaints.
    • 2.Many managers find giving performance feedback to be one of their most feared tasks.
    • 3.Focusing on a litany of past performance failures is an ineffective method for creating positive change.
    • 4.Simple, common-sense models and specific techniques can make the process of giving feedback easier and more effective.
    • 5.Leaders can transform feedback from a review of past failures into a forward-looking growth discussion.
    • 6.Effective feedback helps build trust, foster open communication, and drive sustained performance improvements.
    • 7.The goal is to turn dreaded appraisal conversations into valuable growth and coaching opportunities.

    The Challenge with Performance Feedback

    Many managers would rather give a speech than a performance appraisal. This common fear stems from the traditional approach to feedback, which is often ineffective. The primary goal of performance conversations—to improve performance—is frequently forgotten. Instead, many managers resort to listing an employee's past failures, a method that rarely inspires anyone to perform better.

    A Framework for Effective Feedback

    This session, led by Paul Plotczyk, provides simple, common-sense models and specific techniques to make giving feedback not only easier but also more impactful. The focus is on turning these conversations into constructive, forward-looking discussions about growth rather than a review of past mistakes. Participants will learn how to deliver feedback that is well-received and genuinely drives improvement.

    What You Will Learn:

    • Practical Models: Frameworks for structuring performance feedback conversations effectively.
    • Specific Techniques: Methods to deliver constructive feedback that resonates with employees.
    • Future-Focused Discussions: Strategies to shift conversations from past failures to future growth and development.
    • Actionable Tools: Immediately applicable tools for real-world leadership scenarios to make discussions less intimidating for everyone.

    Applying These Principles

    Leaders can immediately use these models to prepare for and conduct performance discussions. Instead of compiling a list of errors, the focus should be on specific behaviors and their impact. The goal is to collaboratively explore future-oriented solutions, turning the feedback session into a coaching opportunity. By regularly applying these techniques, leaders can build trust, foster open communication, and drive sustained performance enhancements across their teams in today's dynamic work environment.

    Delivering effective performance feedback is a critical yet often dreaded managerial task. This session, featuring insights from Paul Plotczyk, explores common-sense models and specific techniques that not only simplify the feedback process but also ensure it genuinely impacts and improves employee performance. The principles discussed remain highly relevant for leaders seeking to foster growth and enhance team capabilities.

    What you'll learn

    • Practical models and frameworks for structuring performance feedback conversations.
    • Specific techniques to deliver feedback that is both constructive and well-received.
    • Methods to shift feedback from a review of past failures to a forward-looking growth discussion.
    • Strategies for making performance discussions more effective and less intimidating for both giver and receiver.
    • Tools designed for immediate application in real-world leadership scenarios.

    Who this webinar is for

    • Managers and team leaders looking to enhance their feedback delivery skills.
    • HR professionals responsible for performance management systems.
    • Leaders who find giving performance appraisals challenging or ineffective.
    • Anyone interested in improving communication skills within a professional context.
    • Organizations aiming to cultivate a culture of continuous improvement and psychological safety.

    Why it matters now

    Effective feedback is more crucial than ever in today's dynamic work environment, where continuous learning and adaptation are key. Traditional performance reviews often fall short by focusing too much on past shortcomings rather than future development. Leaders need agile methods to address performance gaps and celebrate successes in ways that motivate and empower employees. This session provides the foundational knowledge to turn dreaded conversations into valuable growth opportunities, fostering higher engagement and better outcomes.

    How leaders can apply this

    Leaders can immediately implement the practical models to prepare for and conduct performance discussions. Instead of compiling a list of past mistakes, focus on specific behaviors and their impact, then collaboratively explore future-oriented solutions. Paul Plotczyk's techniques encourage a dialogue centered on performance improvement and skill development, transforming the feedback session into a coaching opportunity. Regularly applying these methods can build trust, foster open communication, and drive sustained performance enhancements across teams.

    About this session

    Key takeaways

    Watching this webinar gives you grounded, practical perspective on Growth. Expect ideas you can use in leadership conversations, not abstract theory, drawn from Paul Plotczyk's direct experience.

    Who this is for

    CHROs, HR business partners, talent leaders, executive coaches, organizational development practitioners, and senior leaders who are responsible for systemic collaboration inside their organization.

    Why it matters now

    Workforce expectations, hybrid work patterns, and AI-driven change keep raising the bar on culture and leadership. Sessions like this help leaders make smarter, more evidence-informed decisions about Growth.

    How to apply it

    Use the ideas here to challenge a current assumption on your team, design a single concrete experiment in the next 30 days, and bring one finding back to your leadership group for discussion.

    Frequently asked questions

    Topics

    Growth

    Best Practice Institute

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    The report format includes executive summaries, research-backed articles, company examples, methodology notes, and practical implications for retention, hiring, culture, leadership, and employee experience. New research and analysis is published on an ongoing editorial cadence at /workplace-report.