51吃瓜

In our work with thousands of leaders around the world, we鈥檝e watched people consistently struggle to share feedback that others desperately need. We developed the I.N.S.P.I.R.E. feedback model as a way to draw attention to performance issues, encourage mutual discussion and confirm commitment to new behavior with short, specific conversations.

I.N.S.P.I.R.E. stands for:

Initiate. Initiate the conversation respectfully. Feedback is best received when you鈥檝e been welcomed to provide it.

For example, you might ask, 鈥淐an we talk about what happened this morning?鈥� Sometimes the conversation isn鈥檛 optional. You may need to be more direct. Even in those instances, you can establish respect. For example, you might say, 鈥淚 need to talk with you today. Is this a convenient time or would you prefer this afternoon?鈥�

Initiate conversations as close to the moment of concern as possible. Don鈥檛 wait three days to address something that happened this morning.

Notice. Share an observation about a behavior. For example, 鈥淚n listening to your calls, I鈥檝e noticed that you struggle to connect with the customer鈥� or 鈥淚 noticed that you arrived late this morning.

Specific support. Provide specific, supporting evidence you can actually see, such as: 鈥淲hen the customer told you he was calling to disconnect his line because his spouse had died, you said only that you would be happy to disconnect the line. You did not show empathy.鈥� Or simply, 鈥淭he meeting was scheduled for 9 a.m. and you arrived at 9:30.鈥�

Probe. After you present the situation, the other person needs a chance to talk. Ask a question in a neutral, curious tone to allow them to share any 颅relevant information.

Generally, 鈥淲hat happened?鈥� works and allows the person to share information or to own the situation. Adapt your question for the specifics: 鈥淲hat happened on that call?鈥� or 鈥淲hat happened that you were late?鈥� Occasionally there will be an understandable reason for the poor performance, and the late arrival may have been because of a car accident. If so, be sure the person is OK and don鈥檛 carry the conversation any further.

Invite. Once he鈥檚 had a chance to share his thoughts, invite the employee to solve the problem. Start with a review of the expectations, then, 鈥淲hat are your thoughts on how we can resolve this?鈥�

If he can鈥檛 readily offer an effective solution, you can provide specific suggestions on how he can improve. For instance, 鈥淕ive yourself 30 minutes for a client call before your next appointment. That鈥檚 what works for me.鈥� Sometimes, you may discover that the employee 颅simply needs more training.

Review. Ask one or two open-ended questions to check for understanding, and then one closed-ended question to secure commitment. For example, 鈥淗ow would your results be better if you did that every time?鈥� and 鈥淲hat concerns do you have about this approach?鈥� Then close with, 鈥淚s this your commitment going forward?鈥� Ask the employee to review her specific commitment: 鈥淟et鈥檚 recap what you鈥檒l do next time, when you鈥檙e faced with a similar situation.鈥�

Enforce. Enforce the behavior and why it鈥檚 important, while reinforcing your confidence that the employee can do this. 鈥淚鈥檒l see you at 9 a.m. for the next meeting. You鈥檙e an important member of the team, and we don鈥檛 make the best decisions without you.鈥�

You can conclude with, 鈥淚 have every confidence you can do this well,鈥� 鈥淚 appreciate you taking the time to make this happen鈥� or 鈥淭hank you for your work and commitment.鈥濃��