How to give constructive and transformative feedback
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How to give constructive and transformative feedback

Foster your team's development, commitment and performance.

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Our courses are financed through the applying to a bursary system in social security quotas. This is 100% reimbursable training. In other words, it’s free. Find out more from your HR dept.

  • What are the educational goals of the training course?

    This course of the High Performance Teams category aims to:

    • Provide the keys to offer adequate feedback in order to develop team capacity, promote transparent communication, and recognise the efforts of professionals, as well as their strengths and areas for improvement; all with the aim of achieving the expected results.
    • Reflect on the practical application of the successful behaviours of the competence in the day to day.

    Who is this course intended for?

    It can be followed by any professional who wants to develop their ability to give effective and effective feedback to their collaborators, especially those who carry out their work in training fields or certain leadership profiles. It is also recommended to all those who want to know the essential aspects of feedback to expand their knowledge about the competence or because they want to make a qualitative leap in their professional career.

    What professional competences will you develop during the course?

    Achieving constructive and transformative feedback requires putting a set of skills and behaviours in play so that common goals can be more easily achieved.
    In this course you will learn to:

    • Inform about expectations, that is, transmit to collaborators what is expected from them.
    • Investigate the facts related to the behaviour of the collaborators with objectivity.
    • Find the most suitable model to facilitate feedback.
    • Specify the situation: whether it is positive or if improvement is needed.
    • Determine the follow-up and consensus on the action plan.

    Who are the experts accompanying you on the training course?

    Francisco López de Seoane - GURU

    Partner-director of MPCGROUP Business Skills® ("Making better people. Making Best Business") and Founder of the InshipTraining® Division. Member of the Top Ten Management.

    "A criticism is better received if we use positive and constructive messages".

    How can you enjoy this content?

    Self-development course

    InfoComplete course in multimedia format that combines theoretical concepts endorsed by the most prestigious authors, the most effective techniques and methods and interactive resources of great pedagogical impact to know the competence, its benefits and key behaviours.
    Duration: 6 hours
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  • 1. INTRODUCTION

    • Explanation of Francisco Lopez de Seoane on the keys of feedback.
    • Making the student aware of the reasons why the development of this skill is recommended.

     

    2. DEFINITION OF THE SKILL

    • Introduction.
      • How to give feedback.
    • Competence definition.
      • Key behaviours associated with feedback from the Situational Leadership model.
      • What is feedback?
      • Do you know the feedback tool?
      • Do you know these great authors?
      • Objectives of feedback.
    • Benefits of giving effective feedback.
    • Types of feedback.
    • Attitudes towards feedback.
      • Not giving feedback.
      • Giving only positive feedback.
      • Giving it negatively.
    • Attitudes that erroneously justify not giving feedback.
    • Keys to giving good feedback.
    • Key behaviours to learning how to effectively give feedback.
    • Self-evaluation of knowledge.
    • Remember that... Summary of key ideas.

     

    3. INFORMING ABOUT EXPECTATIONS

    • Introduction.
      • Reflect.
    • Behaviour definition.
      • Factors that condition expectations.
    • Types of expectations.
      • Expectations of short or long term.
        • Performance Indicators.
      • Expectations of behaviour or attitude.
    • Benefits of reporting expectations.
    • Mistakes regarding expectations.
      • Not informing about expectations.
      • Changing expectations.
    • Keys to informing about expectations.
    • Key behaviours to adapting expectations.
    • Self-evaluation of knowledge.
    • Remember that... Summary of key ideas.

     

    4. RESEARCH FACTS RELATED TO BEHAVIOURS

    • Introduction.
    • Definition of behaviour.
      • Some negative reactions to opinions.
    • Benefits of investigating the facts.
    • Objective information as a key to giving feedback.
    • Avoid subjectivity.
      • Value judgments.
      • Types of bias.
    • Successful behaviours to investigate facts.
    • Self-evaluation of knowledge.
    • Remember that... Summary of key ideas.

     

    5. FINDING THE MOST SUITABLE MODEL

    • Introduction.
      • Parameters to determine the suitability of the moment.
    • Benefits of adapting the feedback method.
      • Positive emotional self-state.
      • Receptive attitude of those who listen to feedback.
      • Appropriate temporal and physical space.
        • Things to avoid when giving feedback.
        • Reflect.
      • Transcendence of action and results.
      • Evolution of the person.
    • Key behaviours to finding a suitable time.
    • Self-evaluation of knowledge.
    • Remember that... Summary of key ideas.

     

    6. SPECIFY OR CONCRETE SITUATION (POSITIVE OR IMPROVED)

    • Introduction.
    • Benefits of concretizing the situation.
    • Keys to giving good feedback.
      • Necessary reasons for communication for positive feedback.
    • Give constructive feedback.
    • How to manage and avoid a negative reaction.
      • Examples of negative reaction management.
      • Phases of a correct feedback conversation.
    • Keys to focusing conversation to achieve the goal.
    • Self-evaluation of knowledge.
    • Remember that... Summary of key ideas.

     

    7. DETERMINE FOLLOW UP AND CONSIDER THE ACTION PLAN

    • Introduction.
    • Benefits of determining the follow-up and consensus on the action plan.
    • Phases of follow-up.
      • Seek consensus.
        • Criteria to seek consensus.
      • Develop a plan of action.
        • Questions to answer in your action plan.
      • Establish timely follow-up actions.
        • How to know the degree of fulfilment of the objectives.
      • Demos.
      • Statistics and figures as impact elements.
    • Key behaviours for the development of an action plan.
    • Self-evaluation of knowledge.
    • Remember that... Summary of key ideas.

     

    8. CONCLUSIONS

    • Decalogue of good practices.
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