Recommendations for providing feedback to employees. How to give developmental feedback

Principles of Effective Feedback

Why this conversation is important and useful is its versatility. The principles that will be discussed work perfectly in all areas of our lives. And they bring excellent results everywhere – when used correctly. During trainings, we usually do not recommend practicing public speaking skills on family and friends. But in this matter, on the contrary, we strongly recommend that the principles of effective feedback be introduced and used in your personal life as soon as possible.

The quality of feedback is perhaps the key issue in any training, and, in general, in the development process. Good feedback (for short, feedback) signals in time how well we are moving towards our goal, whether we need to correct the course or change the speed (and perhaps even urgently turn around in the opposite direction and change the type of transport). The OS also affects the goals themselves - they have to be adjusted, or even changed. In a word, the importance of a high-quality OS in our lives can hardly be overestimated - unfortunately, many were unable to achieve what they were capable of due to incorrect OS from their mentors.

Look around - we constantly receive a powerful stream of assessments, criticism, advice, discussions and condemnations of ourselves and our every action. What is splashing in this stream?

Empathy?

The critic's desire to show off his intelligence?

The desire to hurt us?

Intent to put in place?

Indifferent execution of the protocol?

Alas, sometimes even a sincere desire to help resembles the strong friendly embrace of a porcupine - it both pricks and puts a splinter in it. After all, the contexts for the process of transferring knowledge and experience can be very different. Compare: “I’m teaching you - you’re still young and stupid - you’re incompetent and generally worthless” and “you’re learning - you’re striving to become a master - you’re great!” In which of the “wrappers” did you receive your training most often?

Of course, you can learn useful lessons from any touch in life - if you were strong enough to stand on your feet after this touch. And yet, from the point of view of efficiency and speed of learning, it is much better when the OS is given in compliance with certain principles.

So - competent advice, or principles of an effective OS.

1. FRIENDLY.

The most important condition for a person to take your advice is to create a friendly, trusting atmosphere. This is perhaps the fundamental difference between constructive advice and malicious criticism.

Try right now in front of the mirror to make a dissatisfied grimace, stand in a defiant fighting pose and make an aggressive gesture with your hands. So how? I think that the reflection seen in the mirror really wants to respond with the same aggression (and if you tried hard with a grimace, then just run away) - what kind of feedback is that!

An atmosphere of trust and friendliness creates a positive working mood, encourages full disclosure of creative potential, and helps to accept the OS “on its merits” without “bothering” over the possible “secret motives” of its author. Moreover, this is true both for working with other people and for assessing your own performance.

Creating such an atmosphere is sometimes difficult, but almost always necessary!

2. SINCERE.

Sometimes, imbued with the desire to achieve maximum friendliness, we begin to produce an OS that does not quite correspond to reality. Whether it is a desire to please, or a fear of upsetting - the result is sad. A speaker who receives such an OS “in roses” stops developing.

To be effective and help your skill grow, your OS must be honest and sincere. There is no need to remain silent about shortcomings - otherwise a person will never know about them. There is no need to invent non-existent advantages - otherwise a person will not understand what to work on next. A disingenuous OS is pointless because it doesn't fulfill its main purpose.

When talking about this principle at trainings, we always emphasize that it is also important not to be afraid to give your sincere feedback if you work in a group and the feedback from other participants (and even trainers!) does not coincide with your opinion. This is normal, the overall objective picture always consists of many personal SINCERE opinions that do not adjust to one another.

3. PRAISE FIRST! We say we liked it.

During trainings, this is the most passionately supported principle when discussed and the most difficult to implement)))

It would seem so easy to tell a person first of all what he is doing well, to praise him, to rejoice with him! But in real life, for some reason, everything turns out the other way around - is this our mentality, or what?

Why is it so important to start with praise?

The person made a great effort, tried - it is important to note this in order to consolidate positive motivation, to give a positive assessment of the achieved result;

This will strengthen the atmosphere of friendliness and trust in each other, and will help to perceive information about shortcomings more constructively;

A person will know about his strengths, what he can rely on in future work, this will strengthen his confidence in his abilities.

You yourself, paying attention, first of all, to the strengths of the speaker, will have an excellent opportunity to “take” them for yourself, learn to do the same and enrich your “arsenal” of strong techniques, useful habits and witty solutions - excellent material for your Self-Development System !

Add something of your own...

Sometimes during trainings the question arises: what to do if there is nothing to praise for? Inventing something that violates the principle of sincerity? Or immediately criticize, violating the principle of friendliness?

The answer here is simple. Both my colleagues and I, having conducted a considerable number of trainings and seen a very large number of listeners at them, agreed on the opinion that there is always something to praise a person for. No matter how unsuccessful his speech may seem, his performance at work, his answer at a seminar, his attempt to cook dinner... the list goes on.

If you cannot find reasons for praise, it means that there is something wrong with you as an expert, as a coach, as a parent, as a leader... continue the list. This means that you urgently need to work on yourself in this direction.

Regarding praise as the basis for feedback, I’ll share an interesting parable:

“One young, wealthy man bought a beautiful house with a beautiful garden. And his neighbor was an envious man. So envious that every time he did something nasty. And then one fine morning, a young, wealthy man opened the doors of his house, and on the porch he saw a bucket full of slop. He took this bucket, poured out the slop, polished the bucket until it was shiny, went to his garden and filled this bucket with the ripest, most beautiful apples and went to his neighbor. An envious man, seeing his neighbor approaching his house, rejoiced: “Finally, I got him!” and ran to open the doors of his house, hoping for a scandal. But, opening the door, he saw a neighbor who, holding out a bucket full of beautiful apples, said: “He who is rich in what, shares it...”
Friends, I ask you to share apples with each other in your feedback!

By the way, in the reviews, the participants of our trainings said that this principle - first of all, noticing positive things and phenomena around you - gradually turning into a habit, radically changed their system of views on the world around them as a whole. And life became much more joyful, kinder and richer. Try it too!

The conversation about other principles will continue in the next issue. We will discuss

How can one criticize?

How to properly light up your eyes

Why brevity is actually the sister of talent

Who should have the first word?

And other interesting things...

Faithful Words and True Decisions to You!

Vyacheslav Salomasov
Psychologist, coach, business trainer.
Director and leading trainer of the school of public speaking "True Word"
https://vernoeslovo.com/

This is information about a person's past behavior that is communicated to him in the present with the expectation that it will influence his behavior in the future.
Feedback is a key component in employee development. Not only does it help correct employee mistakes before they become habits, but it also reinforces desired behaviors, encourages professional development, and ultimately helps employees achieve their goals.
In order to improve their own effectiveness in the future, people need to have a very precise understanding of how effective they are now. They need specific information about both strengths and areas that need development. Feedback and is the very “mirror”, looking into which people have the opportunity to see themselves, plan their own development and track the progress made.

Types and purpose of feedback
Positive Feedback serves to assess the effective behavior of the employee and thereby strengthen this line of human behavior in such situations. In cases of positive feedback, it is said that What it was done well Why it was good and what positive results caused by the employee's actions.

Positive Feedback is a powerful means of motivating employees. It is especially effective when it refers to specific behavior, although general praise also motivates employees and increases their self-confidence. Among other things, positive feedback performs another important function - it tells others that the leader sees and appreciates the contribution of others to the common cause.

Negative Feedback serves to convey an assessment of ineffective behavior and is aimed at changing the employee’s actions. In this case, it is indicated that What was done incorrectly what are the alternatives behavior in this situation and why their result could be better than the result of the actions taken.

As a rule, it is not difficult for a manager see shortcomings in the work of subordinates. Much harder communicate constructively report these shortcomings to subordinates in such a way as to ensure their correction in the future.

Guidelines for giving constructive, positive and negative feedback

Principles of constructive feedback
Specific– describes a specific example of behavior that depends on the person; does not contain sweeping generalizations.
Timely– refers to a recent situation that is still fresh in the minds of you and the other participant in the feedback.
Constructive– suggests behavior options that you would like to see in the future (especially with negative feedback).
With consequences– indicates the consequences of this behavior: how it affects you, others, and the work process.
Developmental– aims to assist in development.

Principles for giving positive feedback to an employee
To make your positive feedback more impactful:

1. When expressing your praise to an employee, highlight a certain aspect of behavior, a specific trend - make it clear what you value most in his actions (for example, meeting deadlines, high productivity, commitment to quality, willingness to work overtime to achieve results).

2. Point out to your subordinate the positive consequences of his actions. Let him know why you value his success so much and why it is so important to you that he repeats it: talk about the impact that this success will have on you, on your team, on the organization as a whole.

3. Express your feelings - talk about satisfaction, joy or admiration for the actions of your subordinate.

4. Communicate clearly and clearly to the subordinate what behavior he should adhere to in the future.

5. Look for any opportunities to reward the employee for specific positive behaviors. Develop the habit of seeing situations that deserve encouragement. With such support from you for the desired behavior, subordinates will demonstrate it more often.

♦ How often do you praise them?
♦ Do you see the contribution of individuals to overall success?
♦ Do you value this contribution?
♦ Are your praises a response to specific achievements or are they caused by a favorable state of affairs in general, a good mood?

Guidelines for Giving Negative Feedback

To make criticism more constructive and effective, follow these principles:

1. Respect the person's need for confidentiality of criticism. Try to express your comments face to face.

2. Talk about the employee's behavior (for example, “you delayed making a decision on this issue for two days”), not about his personality (for example, “you are incapable of making decisions and taking responsibility”).

3. Tell the employee about specific facts, avoid generalizations.

4. Indicate specific negative consequences of the subordinate's actions. It is known that in 90% of cases of “ineffective” criticism, bosses get off with general phrases (“decrease in labor productivity,” “decline in morale,” etc.).

5. Personalize your statements - talk about your feelings. The phrase “I was very upset when I found out...” will have a stronger effect than the impersonal exclamation “This is simply unacceptable!”

6. Make comments in a calm manner. Be confident that you are in control and able to describe rather than “vent” your feelings.

7. Be brief - get straight to the point and speak directly. Remember that a person perceives worse when he becomes the object of criticism.

8. Be prepared for the fact that the employee does not immediately recognize the validity of your comments. When faced with criticism, people tend to get defensive, so don't try to get your subordinate's agreement right away. Just tell him your rating and make sure he understands it. Give him a chance to think about your words.

9. Maintain the necessary balance of positive and negative information. Before you make serious comments to an employee, say a few words about the qualities that you value. Beginning with your comments, end the conversation by expressing your overall confidence in your subordinate's ability to succeed.

10. Strive for dialogue, avoid reading lectures. Give the subordinate the opportunity to express his view of the problem

11. Focus on future actions. Do not get hung up on finding out the reasons for the mistakes made - this will only force the subordinate to look for new excuses. Move quickly to the questions “What will you do to prevent this from happening in the future?”

12. Communicate to your subordinate not only the punishments for bad behavior, but also the benefits of good behavior.

13. At the end of the meeting, ask the subordinate to repeat in his own words what he should do to improve results. This will not only test understanding, but also confirm the subordinate's commitment to improvement.

14. If you are facing a particularly difficult conversation, mentally play out possible scenarios. Think not only about the form in which you will express your comments, but also about what you might hear in response and how you will react to it.

Latest reviews (0)

Feedback is a tool for personnel management and increasing the efficiency of business processes, which must be taken into account in every aspect of any organization. This is a powerful tool of influence, with the help of which information exchange is carried out between the manager and subordinates, and allows the manager to receive up-to-date information about the consequences of management decisions and adjust the work of individual employees and entire departments.

An experienced manager uses feedback in order to achieve maximum interaction efficiency and productivity of his subordinates: he directs their efforts, identifies the causes of failures and low motivation of employees, encourages and inspires. Feedback allows employees to make the necessary adjustments in the process of performing work, and also acts as a powerful motivation factor, contributing to the manifestation of satisfaction with the results of work.

As practice shows, many managers do not attach much importance to how exactly they provide feedback to subordinates, often doing it on the fly. And often high-class experts in their profession, but without managerial knowledge and skills, become managers. It can be difficult for such managers to communicate competently with subordinates.

But feedback should be a natural working tool in daily work.

THE VALUE OF FEEDBACK

Feedback – this is informing the interaction partner about the perception of his activity by others, reactions to it, the results and consequences of this activity; This is the transmission of evaluative or corrective information about an action, event or process to the original or control source.

The need for feedback is natural for any person, be it a top manager or an ordinary employee. Am I doing what the company needs? Right or wrong? Will my efforts be recognized? The lack of feedback, as well as gross violation of the rules for providing it, deprives a person of guidelines in the organization and reduces his desire to work.

For a manager, feedback is a tool that allows you to:

Express recognition to the employee and support his high motivation;

Change the employee’s expectations, assessment and self-esteem;

Increase productivity and performance;

Clarify the goals and clarify the tasks facing the employee;

Understand the reasons for the employee’s undesirable behavior;

Adjust employee behavior and expectations in order to more rationally use the opportunities of the situation;

Target an employee for development in a specific direction;

Develop mutual understanding and mutual trust;

Maintain a positive atmosphere in the organization;

Develop cohesion and teamwork among employees, creating a team approach to work;

Identify that a process or tool does not provide the desired result;

Identify areas requiring modernization, change or development to ensure sustainable growth and progress of the organization;

Determine the level of employee satisfaction with work in the company or team.

As a result of feedback, the manager receives information about the progress of tasks, allowing him to promptly identify and solve emerging organizational problems. He can judge his subordinates (their moods, expectations, abilities, motivation, plans for the near and distant future, assessments, etc.) and how they evaluate the style and quality of management, the personal contribution of managers, their authority and influence on organizational and business processes.

To maintain feedback, the manager requires certain experience and skills in constructively using the information received; implementing appropriate organizational procedures and establishing standards; taking time to provide feedback and reflect on its results; making changes based on feedback.

Common Feedback Mistakes

When providing feedback, managers should avoid the following mistakes:

Unconstructive criticism. Rough and aggressive condemnation of the actions of a subordinate, excessive emotionality, which manifests itself in the form of sarcasm, arrogance, and disrespectful attitude can shake the employee’s self-confidence and undermine his morale. For example, if a manager assigned a subordinate to write a report and was dissatisfied with the result, in this case, instead of direct criticism (“this report does not contain the information I need,” “this needs to be completely redone”), you should ask what, in his opinion, was the goal task, whether the employee managed to achieve it, how the result can be improved. Before moving on to the subject of criticism, recognize certain strengths of the subordinate, his positive contributions and achievements, starting with praise.

Getting personal. A manager must ensure that the feedback he provides to subordinates relates solely to their actions and not to their personal qualities. A manager who makes a negative assessment of an employee's character (say, "You're too harsh") makes that person feel defensive and mentally contradictory. Criticize the person's actions, not the person himself. It’s one thing to say, “You’re a smart, thinking person, but you didn’t act with foresight,” another, “You’re an idiot, you did such a stupid thing!”

Use only common phrases. A manager who provides an employee with feedback in the form (“you are a good leader,” “you have done a serious job,” etc.) may not achieve the desired result. The subordinate might be flattered by the compliment, but it won't give him useful information about what he did right and what needs to be improved.

FEEDBACK RULES

For feedback to be effective, you should not resort to it if you have not prepared for the meeting, if you are in a bad mood, or do not have free time.

Before giving feedback, you need to understand what result you want to get from a conversation with an employee. Then it will be much easier to structure the conversation correctly. Regardless of the purpose of the conversation, it is useful to follow the following rules:

Study all the information about the issue and prepare to provide feedback using the following algorithm. Table 1.

Table 1. Preparing to Provide Feedback

Question	Answer (to be completed before meeting with the employee)	Comments (to be completed during and after the meeting)
What do you intend to achieve by providing feedback?
What exactly would you like to improve in the actions of your employees?	1…. 2….
What questions do you want your subordinate to answer?	1….. 2….
What difficulties may arise during the meeting and how to deal with them?	1….. 2….
How long will it take for the meeting?

Feedback should be provided in appropriate conditions, in a friendly environment and without external interference.If possible, Prevent interruptions, phone calls, etc.

Feedback should be constructive. Talk first about what is good, what and why is bad, and how it needs to be corrected. Feedback ideally should contain highlighting the strengths in the employee’s activities and behavior and weaknesses - places that require correction, reserves for the employee’s improvement. Talk about what can be changed/added at the action level to achieve a result close to the ideal.

Feedback should be timely and factual.
Give feedback soon after the event you discuss with the employee. You should not conduct a “Debriefing” two or three months ago, this will cause a defensive reaction from the subordinate. Talk about a specific event. For example: You showed up at work at 10:45 today. This is the second time in a week, let's discuss it? But not like this: Do you always sleep until eleven and are always late?

Feedback should be specific, clearly expressed and understandable to your interlocutor. It should contain examples of behavior rather than describe general patterns of behavior.Notuse general phrases and do not use hints.

Discuss events and activities. Not a person.

Maintain a balance between positive and negative evaluation. You should start with the “good” part.

Involve the employee in the discussion and let him speak. It is important for you to know his opinion! Ask your subordinate to give his suggestions. What do you think a Customer who wanted to place an urgent order but couldn’t get through to us at 9:30 will do? What can be done to prevent such situations from happening again?

State your conclusions clearly and record the agreement reached in writing.

Regularly check that agreements are being followed.

Immediately support any positive changes. Get them secured.

Don’t forget to give feedback not only on the outcome of the task, but also during the activity.

Your meetings with employees will be more productive if you start using these rules.

So, developing skills in giving and receiving feedback helps a manager create an atmosphere of mutual trust and openness, which promotes constructive changes in work.

A leader must remember that with effective communication and constant feedback, there is unlimited potential for improvement in all areas of business and people management.

Feedback(feedback) - information that an employee receives about how the manager perceives and evaluates his actions.

Why feedback is needed:

With its help, the manager manages the activities of his subordinates, that is, he encourages the desired behavior and limits the unwanted. By praising an employee, he thereby confirms the correctness of his actions, compliance with the plan, and the ideas of the manager. If it is necessary to change the actions of a subordinate, the manager gives corrective feedback. This achieves the main thing - ensuring the effectiveness of the subordinate’s actions.
Feedback performs a teaching function. It allows the employee to find out what is expected of him, what are the criteria for evaluating his work, and how much his actions correspond to the correct technology for performing the work.
It performs a motivating function. The manager praises, encourages the employee and recognizes his achievements, thereby creating motivation for further work. With the help of corrective feedback, the manager creates a desire to correct the situation.
Providing detailed feedback is a manifestation of attention to the employee on the part of the manager, which has a beneficial effect on the relationship between people working together.

Thus, feedback is the most important component of such management processes as control, mentoring, motivation, and has the most powerful potential as a tool of managerial influence. For this potential to be realized, the following conditions must be met. Feedback should be:

Specific. The manager should not generalize and make global conclusions like: "You're always late for work", better to say . In feedback it is necessary to operate with specific facts, and not general judgments.
About actions, not about personality. Acceptable statement "You're 15 minutes late today", but not "you are an undisciplined person". An action can be corrected, but a character cannot be corrected. Therefore, a person is ready to accept information about the action, but is not ready to agree that he is some kind of different person, and will defend himself and argue.
Timely. Feedback should be given immediately after the behavior you want to encourage or change. This is also called the “hot stove rule” (if you touch it, the burn occurs immediately, not later).
Developmental. One of the tasks of feedback is to develop an employee’s ability to self-analyze, independently highlight his successes and shortcomings, and correctly search for their causes. To do this, the manager uses open ones, helping the subordinate himself to formulate the correct conclusions about his work. Conclusions drawn independently are accepted and remembered much better than those said by another person.
Adapted. All people are different in their level of sensitivity to criticism and readiness for self-development. The manager needs to adapt his feedback to the level of understanding of his subordinates: do not give a lot of corrective information at once if the person is able to understand and implement only part of it.

There are several models for structuring feedback, of which the most commonly used are the following:

"Sandwich Rule" Feedback is provided according to the structure “Positive - Corrective - Positive”. Such a structure is necessary for those employees who may not be emotionally ready to accept the need to adjust their actions. To prevent the employee from taking a defensive position in communication with the manager, feedback begins and ends with positive aspects in his activities (achievements, successes, strengths).

...In one of the companies, the supervisor had a tough, impartial conversation with a sales representative about the unconvincing dynamics of fulfilling planned tasks. At the end of the conversation, suddenly remembering the “sandwich rule,” the supervisor lowered his voice and said: “Well, in general, you’re great, customers at retail outlets speak well of you. Go to work". To which the sales representative, leaving, plaintively remarked: “Uncle Fyodor, your sandwich is somehow wrong...”

The BOFF model (Behaviour – Outcome – Feelings – Future), in the Russian version of the BCBB (Behaviour – Result – Feelings – Future). First, the manager describes the employee's behavior and the result to which this behavior led. Further, he enhances the emotional impact by mentioning the feelings that he (or the employee’s colleagues, the employee himself, other persons) feel about this. The feedback ends with a description of the desired behavior that the employee must demonstrate in the future. The model is used if the manager has doubts that regular feedback will be effective for a given employee.
SOR model (Standard – Observation – Result, Standard – Observation – Result). Designed to orient the employee to the correct technology of action. First, the manager reminds the employee of the existing actions in the company, then discusses with the employee his observations about his behavior, reaches the employee’s understanding of the results that his behavior can lead to, and achieves the employee’s willingness to comply in the future.

In addition to the ability to provide feedback, you also need to learn yourself and teach your subordinates to accept it correctly. To do this, it is important to follow several rules:

When receiving feedback, do not make excuses and avoid being defensive.
Ask questions for clarity, ask for examples of behavior, summarize the information received, and get confirmation that you have understood it correctly.
Thank you for your feedback.
Make an action plan on what and how you can improve.

In the FMCG field, much attention has traditionally been paid to managers’ compliance with the rules for providing and receiving feedback, which can be enshrined in a number of other processes. For example, one of the functions of a meeting is summing up, i.e. providing feedback to the team, which should also be carried out taking into account the rules described above. This means that during the meeting he must operate with specific, relevant figures and facts (the rules of “specificity”, “timeliness”), start with the positive and achievements of the team (the “sandwich” rule), and focus on what needs to be improved today ( “adaptability” rule). At the same time, he should never “criticize” individual subordinates in the presence of others, that is, he must praise in public and criticize one by one.

In order for employees to understand you and want to achieve results with you, it is important to competently discuss with them their weaknesses and strengths and set goals for them. In this manual you will find techniques, recommendations and examples for providing feedback to sales managers.

Feedback goals

help the employee understand his strengths and weaknesses;
support actions that improve performance;
help you learn from your mistakes.

What does proper feedback mean?

evaluation parameters are transparent, understandable and known to employees;
the assessment procedure is objective, not based on personal likes/dislikes - for this, an outside specialist is often invited;
Situations that occurred recently, for example, within one reporting week, are subject to analysis;
criticism must be justified by the results of the assessment;
criticism should be constructive, that is, suggest ways to solve problems;
there should be a system of rewards for distinguished employees;
Statistics should be kept to track progress.

Service “Quality control of sales departments”: who will benefit from it and how we do it

How to give feedback to managers

Model "Sandwich"

The error analysis block (developmental feedback) is located between the positive feedback blocks. Used in conversations about setting goals, adjusting results, and developing employees:

Manager Sergei corrected the mistakes of last week, but has not yet fulfilled the sales plan. We give Sergey feedback.

Let's start with the positive. “Sergey, this week you succeeded and corrected the mistakes that we have encountered in your conversations for a month. Now, while talking on the phone, you address clients by name, conduct an interested dialogue, and assign the next sales step.”

We will discuss what needs adjustments and discuss an improvement plan. “At the same time, there is room to grow. Pay attention to the presentation of the product and company. Our clients contact dozens of companies, we need to stand out among them and interest the client in our offer. Let's discuss what you can do about this." There is no open criticism; we discuss with the employee a plan to improve his performance.

We end the conversation positively. “Great, the action plan has been agreed upon, let’s get to work. Try calling current clients using the plan we discussed. If you have any difficulties or questions, please contact us.”

Model SOR

Suitable in cases where an employee has violated the company’s work standards or committed an offense:

Manager Alexey did not respond to the client’s request within the specified time, the client terminated the service contract.

We remind you about the Standard. “Alexey, our company has a rule - a request for a service must be processed as soon as possible, within a maximum of 30 minutes. The client should know within 30 minutes that we have accepted the application and started working.”

We present facts and observations (Observation). “Yesterday at 10:15 we received an application from our client, but you called back only at 15:00. The client waited a long time and tried to fix the problem himself.”

We discuss the impact on the business and the result of the employee’s action (Result). “As a result, the customer decided to terminate the service contract because he did not receive assistance within the specified time.”

The next step is for the employee to become aware of his actions and accept responsibility for the consequences of his behavior.

Model BOFF

The new manager Irina regularly violates the standards of quality service: she communicates impolitely with clients, processes requests late, forgets to call back on time, and stays late during lunch breaks.

Behavior. Tell Irina your observations about her work. Specifically, in the language of facts, preferably with details, dates of observations. Discuss the reasons. Sometimes it happens that an employee is not fully aware of what is expected of him.

Outcome. Discuss with Irina how her behavior (irritation and rudeness in communicating with clients, ignoring requests, long absence from work after a break) affects business results, the number of clients served, and the number of complaints received from clients.

Feelings. Talk about how you feel knowing that Irina works this way. You are upset, sad, not very happy, it’s unpleasant for you to realize. Discuss how other managers feel when Irina is away from work for a long time and they have to handle additional calls. By doing this, you will help Irina realize that her behavior is unacceptable.

Future. Discuss with Irina how she can change her behavior. It is best to ask questions and get answers from the employee. This will allow her to take responsibility for decisions and actions in the future. At the end of the conversation, agree on specific actions and deadlines, and outline an action plan for the future. It is advisable to schedule a date for the next meeting to monitor and discuss Irina's progress.

listen to the call together;
ask the operator what he generally thinks about this call;
ask the operator what he thinks he did best;
ask the operator what he thinks of the customer's experience and whether the customer will use the company's service or products again;
ask the operator what he would like to improve in this call;
now express your opinion about this call, using, for example, the “sandwich” model;
choose one narrow area to focus on using the SMART technique. Don't take the topic "customer service" - it's too broad for one session;
replay the situation again: you are the client, and the manager will try to take into account his mistakes and build communication taking into account the comments.