职业生涯分析汇编.pptVIP

* DeveloptheIndividuals The Learning Dilemma Source: “Teaching Smart People How to Learn,” Harvard Business Review May-June 1991 Sometimes overachievers find it difficult to accept negative feedback. Overachievers are unaccustomed to failure They may exhibit defensive behavior: Rationalization Aggressiveness Rejection Cynicism Are unwilling to “hear feedback Fail to change behaviors Denial Become depressed, withdrawn Shift behavior from “guardrail to guardrail” (i.e., from one extreme to the other) Reluctant acceptance These behaviors are a signal that the benefits of receiving feedback need to be reinforced. * DeveloptheIndividuals Reactions to Feedback As a caseteam leader, you should encourage reactions to feedback that demonstrate maturity and an interest in improving. Deny the feedback Attribute mistakes to external factors Assume coach has negative feelings about the direct report Express passivity - have no reaction Take an aggressive stance toward the coach Laugh it off Reject coachs authority to give feedback Show cynicism about improvement suggestions Accept responsibility for the behavior or understand the coach’s perceptions Analyze why behavior was shown Understand the coachs point of view Ask for more information Enlist coach’s to help in understanding the feedback Show concern for improvement Listen carefully to feedback Accept feedback and check in with others Defensive Reactions Desired Reactions * DeveloptheIndividuals Handling Pushback (1 of 3) Source: Adapted from The Developing People Workbook, Forum Corporation The first step in handling pushback is to gain a better understanding of the other person’s point of view. Encourage Confirm Resist the temptation to restate your feedback, defend your points, or jump in with more examples. Encourage the team member to say more about how he or she sees the situation. Encourage with verbal and nonverbal signals (lean forward, nod, say “uh-huh”). Recognize that the root c