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“Communications are much clearer if you recognize that there are three kinds of feedback: appreciation, coaching, and evaluation.” ? Therese Huston
CSN is facilitating the next Bite-Size Book Club in January! "Let’s Talk: Make Effective Feedback Your Superpower" by Therese Huston offers an insightful exploration into mastering the art of feedback, an essential tool in any leader or manager's toolkit. Drawing from extensive research and real-world examples, Huston unravels the nuances of feedback, emphasizing its pivotal role in enhancing team dynamics and fostering a culture of growth. The book delves into differentiating between appreciation, coaching, and evaluation, providing a comprehensive understanding that elevates feedback beyond mere compliments or criticisms.
Designed for those seeking to transform their feedback skills into a powerful asset, this guide illuminates how feedback can serve as a bridge to deeper professional connections and personal development. Huston highlights the importance of holding the person over the problem, thereby fostering a supportive environment where individuals feel valued and motivated. Readers will find practical advice on handling feedback conversations with empathy and care, coupled with strategies that minimize defensiveness and build trust.
CSN’s Bite-Size Book Club will explore Huston’s ideas on feedback as a large group and later we’ll look at examples she provides in more detail—you’ll be able to join a small-group breakout session on the topic of appreciation, coaching, or evaluation styles of feedback during our time together.
Regular feedback, when delivered skillfully, can turn average performers into the hardest workers and stars into superstars. First, find out what kind of feedback an employee wants most: appreciation, coaching, or evaluation. If they crave one, they'll be more receptive once their need has been satisfied. Then Huston lays out counterintuitive strategies for delivering each type of feedback successfully, including:
• Start by saying your good intentions out loud: it may feel unnecessary, but it makes all the difference.
• Side with the person, not the problem: a bad habit or behavior is probably less entrenched than you think.
• Give reports a chance to correct inaccurate feedback: they want an opportunity to talk more than they want you to be a good talker.
As an attendee of this session, CSN will provide to you a summary of the whole book and provide select portions of this book to focus on in more detail. We recommend you obtain a copy of the book and read it in its entirety (though not necessary to participate).
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Rich Gassen (Rich.gassen@wisc.edu)
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No upcoming events.
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