Course Objectives

1. Understanding the Criticality of the Appraisal Dialogue

Managers require to develop a deep understanding of the criticality of the appraisal dialogue, its benefits and the fallout of poorly conducted dialogues

2. Having a Development Focus and Providing Feedforward Inputs During the Appraisal Dialogue

Feedback”, as leadership expert Ken Blanchard is quoted to have said, “is the breakfast of champions.” However, if feedback is to fuel champions, it must be given and received in the right manner
However, the way feedback is usually phrased triggers the ‘fight or flight’ response in the recipient, rather than leaving them motivated to bring about the desired change
For feedback to work, it must be structured to elicit a positive response in the recipient

This course, titled ‘The Champion Formula: Giving and Receiving Feedback’ is structured to help managers build champions.

3. Receiving Feedback

If we are at the receiving end of the feedback, then we might fall victim to the fight or flight response mentioned above.
However, as humans, we have the ability to override our instincts and pick out the suggestions or inputs that can help us bring about the requisite change
For that, we must learn to receive feedback effectively.

The course is structured to help you be a champion.

Course Objectives

1. Understanding the Criticality of the Appraisal Dialogue

Managers require to develop a deep understanding of the criticality of the appraisal dialogue, its benefits and the fallout of poorly conducted dialogues

2. Having a Development Focus and Providing Feedforward Inputs During the Appraisal Dialogue

Feedback”, as leadership expert Ken Blanchard is quoted to have said, “is the breakfast of champions.” However, if feedback is to fuel champions, it must be given and received in the right manner
However, the way feedback is usually phrased triggers the ‘fight or flight’ response in the recipient, rather than leaving them motivated to bring about the desired change
For feedback to work, it must be structured to elicit a positive response in the recipient

This course, titled ‘The Champion Formula: Giving and Receiving Feedback’ is structured to help managers build champions.

3. Receiving Feedback

If we are at the receiving end of the feedback, then we might fall victim to the fight or flight response mentioned above.
However, as humans, we have the ability to override our instincts and pick out the suggestions or inputs that can help us bring about the requisite change
For that, we must learn to receive feedback effectively.

The course is structured to help you be a champion.

Course Overview

	Number of Microlessons	12
	Course Duration	1 Hour 35 mins (Approx.)
	Course/ Lesson Format	• Micro videos • Interactive Lessons • Graded Tests (pre-and post-course assessments, plus quizzes for each microlesson) • Implementation Tools • Downloadable Resources
	Certification Available	Yes. Co-branded.
	Pass Percentage	80% (customizable)
	Course Customization	Available

Course Overview

	Number of Microlessons	12
	Course Duration	1 Hour 35 mins (Approx.)
	Course/ Lesson Format	• Micro videos • Interactive Lessons • Graded Tests (pre-and post-course assessments, plus quizzes for each microlesson) • Implementation Tools • Downloadable Resources
	Certification Available	Yes. Co-branded.
	Pass Percentage	80% (customizable)
	Course Customization	Available

What Course Participants Will Learn: An Overview

The criticality of the appraisal dialogue
Why feedforward conversations work better than feedback conversations
The neuroscience behind why managers must ensure that team members leave the appraisal dialogue feeling positive, rather than negative
The E4C2 model of structuring feed-forward conversations
Why feedforward conversations can turn awry and learning how to avoid these pitfalls
Dealing with negative reactions from team members during the appraisal dialogue
How to receive feedback with grace, poise and an open mind

Key Messages Shared Under Each Lesson

Module 1: Pre-Course Assessment

a. Lesson 1: Pre-Course Graded Assessment

Lesson format: Objective-style assessment I Assessment? Yes I Duration: 12 mins (approx.)

Key Messages:

This assessment is intended to generate a baseline score of the learner’s knowledge with respect to the subject of the course. This is later evaluated against the post-course assessment scores

Module 2: About This Course

a. Lesson 1: Course Introduction

Lesson format: Video I Assessment? No I Duration: 2:00

Key Messages:

What’s in it for the learner if they take this course
Course details

Module 3: Why Managers Must Master the Art of Conducting Effective Performance Appraisal Dialogues

a. Lesson 1: The Performance Cycle and Where Performance Appraisals Fit In

Lesson format: Video I Assessment? Yes I Duration: 2:49

Key Messages:

The performance cycle comprises the following three aspects:
- Goal Setting (including developing a plan of action to meet these goals)
- Regular and formal Performance Evaluation and Appraisals
- Praise and Appreciation
If managers are to ensure that they help participants up the performance curve, then they must implement a systematic and sustained performance evaluation and improvement system

b. Lesson 2: Why Managers Must Get Performance Appraisals Right

Lesson format: Video I Assessment? Yes I Duration: 5:32

Key Messages:

A well conducted appraisal ensures the following:
- Reviews the team member’s actual versus desired performance
- Identifies gaps (if any), between the desired and the actual performance
- Provides recognition and appreciation for a job well done
- Ensures that productivity levels are improved by plugging gaps, using a systematic development plan

If these are the appraisal discussion’s focus areas, then a well-conducted dialogue is a fabulous tool to skyrocket your team member’s performance.

c. Lesson 3: The Consequences of Poorly Conducted Appraisals

Lesson format: Video I Assessment? Yes I Duration: 5:27

Key Messages:

When managers fail to conduct appraisal dialogues correctly, team members feel
- Victimised and
- Like they are merely a ‘production unit’ and not as person
The result:
- Mediocre employees who are a drag on the organisation’s growth plans
- Employee attrition, especially of high performers who feel undervalued.
A well-conducted appraisal dialogue helps a manager meet four deep psychological needs which Gallup’s research found that every human possesses

Module 4: Why feedforward conversations work better than feedback conversations

a. Lesson 1: Why it’s Time to Junk Feedback Conversations (And What Works Better)

Lesson format: Video I Assessment? Yes; Graded I Duration: 3:29

Key Messages:

Feedback, in its orientation, focuses on the past; on what went wrong and why. Feedforward conversations focus on the future; on how things can be
The former, neuroscience has shown, triggers the ‘fight or flight’ response in people, effectively shutting out the manager’s inputs
The latter, circumvents the fight or flight response, and makes people more open to the manager’s input

b. Lesson 2: Why ‘Feeling Good’ is Critical to the Success of a Critical Conversation Like an Appraisal or a Performance Discussion

Lesson format: Video I Assessment? Yes; Graded I Duration: 3:40

Key Messages:

As humans, conversations that make us feel good trigger higher levels of the chemicals dopamine, oxytocin, endorphins, and other biochemicals that make us feel good
Conversations we perceive to be an attack on our well-being, produce high levels of cortisol in our brain, a hormone that shuts down the prefrontal cortex, that part of the brain that enables logical thinking
During a critical conversation, managers must seek to trigger the release of the neurotransmitter oxytocin, which is associated with bonding, and collaboration. It’s how they can best influence thought and action
How to trigger Oxytocin release
In a nutshell, create a safe space for your colleague.
- Adopt a pleasant disposition
- Maintain open body language
- Explain the purpose of the conversation: to find a way forward
- Ask questions, and then listen (to understand)
- Validate people’s feelings
- Make the conversation and the creation of every plan a dialogue,
- Obtain buy-in
- Be open to having the conversation multiple times, if needed

Module 5: Conducting Feedforward Conversations

a. Lesson 1: How to Conduct Feed-Forward Conversations

Lesson format: Video I Assessment? Yes; Graded I Duration: 8:32

Key Messages:

This lesson illustrates – via a role-play between a manager and a team member, who has underperformed – how a feed-forward conversation must be carried out
The lesson advocates the use of the E4C2 model of conducting a feed-forward conversation. It also illustrates the manager’s demeanor when conducting such a dialogue
E4C2 stands for:
- Evidence – Basing the dialogue on solid facts and data
- Exploration – Dialoguing to understand and share the reasons behind the underperformance (the gaps)
- Empathise – (if relevant) empathizing with the team member
- Effect – Clearly explaining how the gaps identified impacted performance
- Change – Dialoguing to jointly arrive at the goals for the future and a plan to improve future performance
- Consequence – Explaining clearly how future performance improvement (or lack thereof) will be viewed

b. Lesson 2: How to prevent feed-forward conversations from: turning awry

Lesson format: Video I Assessment? Yes; Graded I Duration: 8:01

Key Messages:

This lesson:
- Illustrates the two primary reasons why feed-forward conversations could fail
- Provides insights into how managers can avoid these two pitfalls

c. Lesson 3: Challenges in Conducting Feed-Forward Conversations and How to Tackle These

Lesson format: Interactive Lesson I Assessment? Yes; Graded I Duration: 17:00

Key Messages:

This lesson:
- Illustrates the two most common challenges that managers can encounter when conducting feed-forward conversations
- Provides insights into how to overcome these challenges

Module 6: Receiving Feedback

a. Lesson 1: How to Receive Feedback Effectively

Lesson format: Video I Assessment? Yes; Graded I Duration: 15:53

Key Messages:

While everyone claims to want feedback, what people really want is to be adored
The problem with receiving feedback:
- When we receive feedback, our brain involuntarily views it as a threat to our survival
- When we hear information that conflicts with our self-image, our tendency is to change the information, rather than ourselves
- We receive feedback strongly, but inaccurately. We remember negative things more strongly, and in more detail (negativity bias)
How to receive feedback effectively:
- Take some time before responding to the feedback received
- Listen to understand; check if you have understood the person correctly
- Thank the other person for the feedback
- Ask questions to deconstruct the feedback received. Dig deep to understand context, observations made, or data gathered and possible solutions that have been offered
- Request time to follow up on the feedback provided
- Reconnect with the feedback giver after some time to share an update on how you are implementing their inputs
Good feedback is something that people who care about your personal and professional success will provide you with. You would do well to take it seriously