Development of an Appreciative Feedback Culture
Seminar Format
What It's About
Are you already providing feedback with ease, or is the result of your semi-annual or annual review sufficient for you? Long intervals between performance reviews only serve personnel development. Companies that live a healthy feedback culture have a regular need for discussion—and not just when there is something to complain about. Today's young employees want constructive feedback in between anyway. Likewise, they expect to be able to give feedback to their superiors. This will change communication, as well as the basic attitude, because in the end, improvement for everyone involved is what counts. Managers therefore need an easy-to-use tool for giving effective feedback and accepting criticism constructively. However, this cannot be "dictated and commanded"; it requires a culture that can be developed together with the employees and filled with life collectively.
Objectives
All companies in which employees have difficulty communicating well and appreciatively. Workforces that complain about a poor general mood or even describe the working atmosphere as "toxic" because employees or colleagues have already left the company due to a lack of communication.
Businesses in whose teams different generations (must) work together, but who have to deal with generational conflicts due to different attitudes and expectations.
Content
A preliminary talk to get to know the company precedes the consulting process. The consultant gets an idea of the composition of the workforce, your structures with interfaces, and receives examples from the recent past of what may not have gone well in the company in terms of “communication” and “dealing with one another.” He will initiate a process with the leadership team that heralds a cultural change in the company.
- Initial telephone consultation.
- Personal meeting and discussion of goals.
- Team and employee analysis. Possible formats, group allocation, interface definition—who does what with whom?
- Familiarization with various tools and exercises for “values checks,” “target analysis,” and “perspective shifts.” As well as “annoying problem areas”—what drains energy, what provides energy?
- Managers learn the technique of “giving appreciative feedback.” In a training session, real feedback from “department to department” is practiced. Development of new ground rules for workshops with employees.
Target audience
All companies in which employees have difficulty communicating well and appreciatively. Workforces that complain about a poor general mood or even describe the working atmosphere as "toxic" because employees or colleagues have already left the company due to a lack of communication.
Businesses in whose teams different generations (must) work together, but who have to deal with generational conflicts due to different attitudes and expectations.