It’s great to get positive feedback

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Posted on 30th November 2010 by Andy Britnell in Leading & Developing High Performance Book |Practitioners |testimonials

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Positive Feedback for Leading & Developing High PerformanceOne of the things that motivates us to continue working with the Leading & Developing High Performance model is the positive feedback we get from our clients. This time the feedback has come from the client of one of our accredited trainers Karen Knowles from Sunderland.

Dear Ali,

Just a quick e-mail to thank you for the ‘Leading and developing high Performance ‘ books. They have been much appreciated and already well-thumbed through! The book and the course, delivered by Karen, have been enormously helpful in establishing our leadership team. There has been immediate impact for all staff from this course which has been equally valuable to experienced leaders and new leaders alike. The simple messages have had profound impact on leaders’ behaviours and enabled us to have some in depth discussion around expectations which we would never have really engaged in other wise.

Thanks again and best wishes,

Carolyn Barker

Head teacher

Barbara Priestman School

Meadowside

Sunderland

Thank you Karen for doing such a great job and to Carolyn for your positive feedback.

More testimonials here

What gets rewarded, gets done!

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Posted on 17th November 2010 by Ali Stewart in Effective feedback |NLP

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On the way to pick up resources for some large workshops I am doing this week I was having thoughts about the whole ‘what gets rewarded, get’s done’ thing and how some NLP techniques really work wonders here when used in conjunction with explicitness and the ‘Change Sheet’ (a crib sheet which helps you to change undesirable behaviour into positive behaviour – more on this later)

For instance, many leaders may focus on what’s wrong and what people are consistently not doing. Examples might be: ‘I don’t want you to be late any more’, ‘I don’t want sloppy work’ etc.

In doing this the leader tends to get tangled in the emotion of it all, getting angry, frustrated, and building stories in their mind around the person’s wrong-doing, which cloud the vision. Managing behavioural issues can generate negative anchors.

For the individual, as we know, the brain can’t process negatives and they hear a version of “be late and do sloppy work” being reinforced again and again. It’s that classic ‘Don’t think of a blue elephant’ cliche!

Instead if the leader puts things in the positive sense and is explicit they will get a much better result:

“Starting from Monday, I need you to be here at 8.55 each day ready to start your work at 9.00. On Friday we will review how well you have done during the week”

“I need you to check your work thoroughly, correct any errors and lay things out on the page according to the template. If you pay attention to this you will see your work getting better and better, and on Friday I will rate you on how well you have done.”

Much clearer, cleaner and objective communication that will get acted upon rather than building up resentment between you and the member of staff.

Believe me – they will thank you for your clarity of vision as they know exactly what is required of them.