1.14.11 Issue #462 info@mckenziemgmt.com 1-877-777-6151 Forward This Newsletter

Nancy Haller, P.h. D.
Leadership Coach
McKenzie Management
coach@ mckenziemgmt.com
Printer Friendly Version

10 Steps to Giving Feedback
By Nancy Haller, Ph.D., Leadership Coach McKenzie Management

Imagine the following scenario: You implemented a new recall system six months ago. You believe you were clear in telling your Front Office employee that you did not want to schedule patients six months in advance any more. Today you learned that Mary never followed your instructions. You feel frustrated and angry.

This exact circumstance may not be realistic for you, but I am certain that at some time in your dental career you’ve been disappointed or angered by an employee’s action, or inaction. How did you handle it? How should you have handled it? Let’s use Mary as the example.

Clearly you and Mary need to talk. However, the biggest challenge in communication comes when we are under stress. We have a sense of loss that we convert to hurt and often anger. If we try to talk in the heat of the moment, we tend to say things we later regret. Therefore, it’s always a wise decision to wait and think things through.

Studies also have shown that the number one factor affecting an employee’s performance (and minimizing turnover) is his/her relationship with their supervisor or boss. Before you do or say anything to Mary, be careful that you are not misjudging her actions. Remember that she may be operating from a positive intention despite falling short of meeting your expectations. She needs feedback.

Feedback is communication regarding a person’s behavioral impact. The term “feedback” was originally borrowed from electrical engineering. In the field of rocket science, for example, each rocket has a built-in apparatus that sends messages to a steering mechanism on the ground. When the rocket is off target, these messages come back to the steering mechanism that in turn makes adjustments and puts the rocket back on target again. 

Feedback then tells us whether we are “on course” - keep doing what you’re doing, it’s working - or provides us with information to put us back “on course.” The problem is, most people associate the term “feedback” to mean criticism rather than information. As such, it is met with reluctance or anxiety, or simply avoided. Yet, the process of giving and receiving feedback is one of the most important communication tools you have to keep your office efficient and profitable. It requires some planning to be effective.

THINK through the main idea you want to express. Organize supporting thoughts or facts so that they lead to your main point. By being concise and clear, you increase the likelihood that you have a positive impact and your message will be heard.

BE POSITIVE AND CALM. Make good eye contact. Start the conversation by identifying something that you sincerely appreciate about the person. Then define the current issue in concrete terms. Address behaviors, not personalities. Be direct in a non-aggressive manner. Stick to the issue at hand. Avoid bringing in other business or old problems.

NEGOTIATE. Ask the person for their feedback. By requesting their input, you build a “win-win” atmosphere. Remain non-judgmental. Show concern and avoid interrupting. Listen for main thoughts or ideas, particularly with people who include a lot of detail or tend to ramble. Paraphrase what they have said if you need clarification, or simply to confirm understanding.

Here’s a dialogue script for talking with Mary.

  1. “Mary, do you have a few minutes to talk?” Always ask permission to talk. Be sensitive that the other person may not be available to give you full attention at that time.
  2. Express appreciation. “First, I want to thank you for being so diligent in scheduling patients. I really appreciate how attentive you are to keeping the appointments in order.”
  3. Identify the situation. “Do you remember when we discussed the new recall system?” (Pause, clarify as needed.)
  4. Deliver feedback - the impact on you and/or the practice. “I was surprised when I realized that you were still scheduling patients six months out.”
  5.  Ask for information. “Can you give me some idea about why you aren’t using the new recall system?” Stop and listen. Ask open-ended questions to draw out thoughts and feelings.
  6. Summarize or paraphrase what Mary tells you. This demonstrates listening and understanding.
  7. Seek input to help improve future communication. “Tell me what I could have done differently/better to help you?” Try to understand it from Mary’s point of view.
  8. Establish a specific plan for what Mary is to do. Get her agreement to follow the plan.
  9. Identify what Mary needs to be successful (i.e. training, resources, help off-loading other work, etc.)
  10. Monitor. “Let’s talk again in a week and see how you are doing with this. Thanks, Mary”.

By communicating this way with employees, you are on the road to increasing quality results and maximizing staff retention.

Dr. Haller provides training for leadership effectiveness, interpersonal communication, conflict management, and team building. If you would like to learn more contact her at coach@mckenziemgmt.com

Interested in having Dr. Haller speak to your dental society or study club? Click here.

Forward this article to a friend.

McKenzie Newsletter Information:
To unsubscribe:
To discontinue receiving the Sally McKenzie eManagment newsletter,
click on the link at the very bottom of this page for instant removal,
To report technical problems with this newsletter or to request technical help,
please send a descriptive email to: webmaster@mckenziemgmt.com
To request services, products or general inquires about The McKenzie Company activities
please send a descriptive email to: info@mckenziemgmt.com
If you would like to have any of your dental practice concerns answered personally by Sally McKenzie,
please send a descriptive email to her at: sallymck@mckenziemgmt.com
Copyrights 1980-Present The McKenzie Company - All Rights Reserved.