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How to Give Critical Feedback – Dr. Dave Weiman [RR 820]


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There's an art to giving and receiving critical feedback properly. Join Dr. Dave Weiman as he dives into the psychological background of what happens when people feel criticized. He also explains common mistakes and practical tools to apply for an effective and efficient conversation. Dr. David Weiman is the president of Weiman Consulting, a leadership consulting firm in Philadelphia PA. Listen to David’s previous episodes HERE Show Notes

  • Common mistakes managers make- waiting too long to give the feedback, if you're letting things fester and stew, by the time you give the feedback, you're really angry, talking about things you didn't directly observe, loading up with several complaints at the same time, and talking too long at the beginning of the conversation
  • Give positive feedback when it's fresh
  • Are people conditioned and associate that good news is always followed by bad news with the 'sandwich technique?'
  • Make it a conversation, not an event.
  • What happens when people feel criticized? Stop listening as they plan how to defend themselves (as defensiveness goes up, listening goes down) Feel resentful. Can wonder why this wasn’t brought up before. Get angry in response.
  • How to give effective critical feedback- mindset, be curious about what the other person’s response may be. Keep your “opening” short, no more than 3 sentences and no more than 10 words per sentence.
  • Use the Situation-Behavior-Impact model from the Center for Creative Leadership: Situation- generally what was going on, “When you were taking the keys from that customer and they said they looked up the problem on google …” Behavior- “I noticed you rolled your eyes.Impact- the customer said “I saw that!” asked to talk to the manager
  • Interestingly, in studies of body language, we're the least aware of what's going on with our own face because we can't see it, the other person can.
  • A lot of time when we're giving feedback, we're not putting ourselves in the shoes of the person who's receiving it. 
  • Be effective and be efficient, the goal is to get better at it, not to be perfect at the first time


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  • Have you checked out Joe's Latest Blog?

         5 comments
      I recently spoke with a friend of mine who owns a large general repair shop in the Midwest. His father founded the business in 1975. He was telling me that although he’s busy, he’s also very frustrated. When I probed him more about his frustrations, he said that it’s hard to find qualified technicians. My friend employs four technicians and is looking to hire two more. I then asked him, “How long does a technician last working for you.” He looked puzzled and replied, “I never really thought about that, but I can tell that except for one tech, most technicians don’t last working for me longer than a few years.”
      Judging from personal experience as a shop owner and from what I know about the auto repair industry, I can tell you that other than a few exceptions, the turnover rate for technicians in our industry is too high. This makes me think, do we have a technician shortage or a retention problem? Have we done the best we can over the decades to provide great pay plans, benefits packages, great work environments, and the right culture to ensure that the techs we have stay with us?
      Finding and hiring qualified automotive technicians is not a new phenomenon. This problem has been around for as long as I can remember. While we do need to attract people to our industry and provide the necessary training and mentorship, we also need to focus on retention. Having a revolving door and needing to hire techs every few years or so costs your company money. Big money! And that revolving door may be a sign of an even bigger issue: poor leadership, and poor employee management skills.
      Here’s one more thing to consider, for the most part, technicians don’t leave one job to start a new career, they leave one shop as a technician to become a technician at another shop. The reasons why they leave can be debated, but there is one fact that we cannot deny, people don’t quit the company they work for, they usually leave because of the boss or manager they work for.
      Put yourselves in the shoes of your employees. Do you have a workplace that communicates, “We appreciate you and want you to stay!”
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