In this chapter, you've learned an excellent feedback model that you can use to address specific performance issues. We've used examples of underperformance, but remember it can be used to highlight and re-enforce positive traits too. You also met Kate and read about the feedback I had early on in my career, and you have learned some more useful ways to deliver a feedback message. You've also had a chance to practice them yourself.
Take a few moments to reflect on what you have learned. Use the following questions as prompts:
- What is the most important message you need to deliver to one of your team to raise their performance?
- When will you deliver it?
- On a scale of 1 to 10, how committed are you to delivering it?
- What would move you up a notch if the number is anything less than 10?
In the next chapter, you'll meet Trevor, and you'll also learn about the method I used to deliver a timekeeping reprimand when he continually tested my boundaries.
Tip
Before I leave you, can I give you a piece of feedback?
Remember when you opened this book today and started to read the chapter on the BAR model? I noticed that you worked diligently through the information and did each exercise fully. What effect do you think that has had on your skillset as a new manager in the department?
Imagine the positive effect on your staff when you put the entire book into practice!