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Untangled Feedback: Enhancing Leadership Skills Through Concrete Behavior Analysis

This educational session, held on April 20, 2012, at MedHub, focused on providing feedback to leaders. Attendees learned to distinguish interpretations from clear, concrete behavior analysis for better feedback results. Through examples and discussions, participants gained insight on how to give and receive effective feedback in a professional setting.

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Untangled Feedback: Enhancing Leadership Skills Through Concrete Behavior Analysis

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Presentation Transcript

  1. Untangled Feedback Educational Leaders Breakfast April 20, 2012

  2. MedHub 1 • Best parts: • Fantabulous! • Working at an advanced • Strong judgment; very intuitive • Suggestions for improvement: • None

  3. MedHub 2 • Best parts: • Hard working • Good job for an early rotation. • Skills will probably come with more practice and experience. • Suggestions for improvement: • Keep practicing

  4. MedHub 2 • Confidential Comments • Below expected level but still early in training • Missed the correct number repeatedly • Needed to aim higher in some cases but lower in others • Will hopefully improve with more experience • Perhaps an advisor could help

  5. MedHub 3 • Best parts: • Struck me as very receptive to the feedback I provided around guessing the correct number • Applied suggestions readily to improve guesses • Suggestions for improvement: • Continue to practice framing the number broadly at first, then narrowing down, as we discussed

  6. Untangled Feedback

  7. Behavior vs. Interpretations • Interpretations • Usually negative • Vague • Subjective • Ambiguous • Often inaccurate Behavior • Clear • Concrete • Observable • Unambiguous • Specific • Measurable • Quantifiable Adapted from Dwyer, 2009

  8. Avoid Interpretations “I barely know what’s going on in my own head, and I have special access to that.” Charles Dwyer, PhD Influencing People Skills Lab LPCH, July 2009

  9. Untangled Feedback • Describe behavior • Explain the impact of behavior • Don’t guess at intentions or internal states • Take responsibility impressions & interpretations • Acknowledge gaps between intentions, internal states and outward impressions

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