120 share provideconstantfeedbacktoputthelearningin

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120SHAREProvide constant feedback to put the learning in perspective.Most training comes from doing and getting in synch about performance. Feedback shouldinclude reviews of what is succeeding and what is not in proportion to the actual situation ratherthan in an attempt to balance compliments and criticisms. You are a manager, and you want yourmachine to function as intended. For it to do so, employees must meet expectations, and onlyyou can help them to understand where they are in relation to expectations. As strengths andweaknesses become clearer, responsibilities can be more appropriately tailored to make themachine work better and to facilitate personal evolution. The more intensely this is done, themore rapid the evolutionary process will be. So you must constantly get in synch about employeeperformance.121SHARERemember that everything is a case study.Think about what it is a case of and what principles apply.122SHARE
Teach your people to fish rather than give them fish.It is a bad sign when you tell people what they should do because that behavior typically reflectsmicromanagement or inability on the part of the person being managed. Instead, you should betraining and testing. So give people your thoughts on how they might approach their decisions orhow and why you would operate in their shoes, but don’t dictate to them. Almost all that you willbe doing is constantly getting in synch about how they are doing things and exploring why.123SHARERecognize that sometimes it is better to let people make mistakes so that they can learn from them ratherthan tell them the better decision.However, since the connections between cause and effect can be misunderstood, providingfeedback for these people is essential to the learning process.123ASHAREWhen criticizing, try to make helpful suggestions.Your goal is to help your people understand and improve, so your suggestions are important.Offering suggestions also helps those being criticized to understand that your goal is to help themand Bridgewater, not to hurt them.123BSHARELearn from success as well as from failure.Point out examples of jobs that are well done and the causes of success. This reinforces goodbehavior and creates role models for those who are learning.124SHAREKnow what types of mistakes are acceptable and unacceptable, and don’t allow the people who work for you to make the unacceptable ones.When considering what failures you are willing to allow in order to promote learning throughtrial and error, weigh the potential damage of a mistake against the benefit of incrementallearning. In defining what latitude I’m willing to give people, I say, “I’m willing to let youscratch or dent the car, but I won’t put you in a position where I think there’s a significant riskyou could total it.”125SHARE
Recognize that behavior modification typically takes about 18 months of constant reinforcement.

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Term
Spring
Professor
TuranBali
Tags
Debut albums, A Good Thing, Bridgewater

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