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| best questions to ask your employees for feedback: Ask a Manager Alison Green, 2018-05-01 From the creator of the popular website Ask a Manager and New York’s work-advice columnist comes a witty, practical guide to 200 difficult professional conversations—featuring all-new advice! There’s a reason Alison Green has been called “the Dear Abby of the work world.” Ten years as a workplace-advice columnist have taught her that people avoid awkward conversations in the office because they simply don’t know what to say. Thankfully, Green does—and in this incredibly helpful book, she tackles the tough discussions you may need to have during your career. You’ll learn what to say when • coworkers push their work on you—then take credit for it • you accidentally trash-talk someone in an email then hit “reply all” • you’re being micromanaged—or not being managed at all • you catch a colleague in a lie • your boss seems unhappy with your work • your cubemate’s loud speakerphone is making you homicidal • you got drunk at the holiday party Praise for Ask a Manager “A must-read for anyone who works . . . [Alison Green’s] advice boils down to the idea that you should be professional (even when others are not) and that communicating in a straightforward manner with candor and kindness will get you far, no matter where you work.”—Booklist (starred review) “The author’s friendly, warm, no-nonsense writing is a pleasure to read, and her advice can be widely applied to relationships in all areas of readers’ lives. Ideal for anyone new to the job market or new to management, or anyone hoping to improve their work experience.”—Library Journal (starred review) “I am a huge fan of Alison Green’s Ask a Manager column. This book is even better. It teaches us how to deal with many of the most vexing big and little problems in our workplaces—and to do so with grace, confidence, and a sense of humor.”—Robert Sutton, Stanford professor and author of The No Asshole Rule and The Asshole Survival Guide “Ask a Manager is the ultimate playbook for navigating the traditional workforce in a diplomatic but firm way.”—Erin Lowry, author of Broke Millennial: Stop Scraping By and Get Your Financial Life Together |
| best questions to ask your employees for feedback: Radical Candor Kim Malone Scott, 2017-03-28 Radical Candor is the sweet spot between managers who are obnoxiously aggressive on the one side and ruinously empathetic on the other. It is about providing guidance, which involves a mix of praise as well as criticism, delivered to produce better results and help employees develop their skills and boundaries of success. Great bosses have a strong relationship with their employees, and Kim Scott Malone has identified three simple principles for building better relationships with your employees: make it personal, get stuff done, and understand why it matters. Radical Candor offers a guide to those bewildered or exhausted by management, written for bosses and those who manage bosses. Drawing on years of first-hand experience, and distilled clearly to give actionable lessons to the reader, Radical Candor shows how to be successful while retaining your integrity and humanity. Radical Candor is the perfect handbook for those who are looking to find meaning in their job and create an environment where people both love their work, their colleagues and are motivated to strive to ever greater success. |
| best questions to ask your employees for feedback: How to Say Anything to Anyone Shari Harley, 2013-01-07 Take charge of your career by taking charge of your business relationships and communication skills. We all know how it feels when our colleagues talk about us but not to us. It's frustrating, and it creates tension. When effective communication is missing in the workplace, employees feel like they're working in the dark. Leaders don't have crucial conversations; managers are frustrated when outcomes are not what they expect; and employees often don’t get positive feedback or constructive feedback. Many of us remain passive against poor communication habits and communication barriers, hoping that business communication will miraculously improve--but it won't. Business communication and relationships won’t improve without skills and effort. The people you work with can work with you, around you, or against you. How people work with you depends on the business relationships you cultivate. Do your colleagues trust you? Can they speak openly to you when projects and tasks go awry? Do you have effective communication skills? Take charge of your career by eliminating communication barriers and taking charge of your business relationships. Make your work environment less tense and more productive by improving communication skills. Set relationship expectations, work with people how they like to work, and give positive feedback and constructive feedback. In How to Say Anything to Anyone, you'll learn how to: - ask for what you want at work - improve communication skills - strengthen all types of working relationships - reduce the gossip and drama in your office - tell people when you’re frustrated and have difficult conversations in a way that resonates - take action on your ideas and feelings - get honest positive feedback and constructive feedback on your performance Harley shares the real-life stories of people who have struggled to get what they want at work. With her clear and specific business communication roadmap in hand, Harley enables you to improve communication skills and create the career and business relationships you really want--and keep them. |
| best questions to ask your employees for feedback: Change Your Questions, Change Your Life Adams Marilee, 2010-05 The first edition of Marilee Adams's book introduced a surprising, life-altering truth: any of us can literally change our lives simply by changing the questions we ask, especially those we ask ourselves. We can ask questions that open us to learning, connection, satisfaction, and success. Or we can ask questions that impede progress and keep us from getting results we want. Asking ''What great things could happen today?'' creates very different expectations, moods, and energy than asking ''What could go wrong today?'' Many readers reported that they found themselves asking better questions before they even finished reading the book! This is the key insight that the book's hero, Ben Knight, learns from his executive coach as the story of his transformative journey unfolds, eventually leading to breakthroughs that save his career as well as his marriage. His success rests on having become a ''question man'' and an inquiring leader rather than a judgmental, know-it-all answer man.In this extensively revised second edition, Adams has made the story even more illuminating and helpful, adding three new chapters as well as three powerful new tools. Change Your Questions, Change Your Life is practical yet simple, giving readers an entertaining, step-by-step guide to a technique that will transform their personal and professional lives. Great results really do begin with great questions - Marilee Adams shows you how to ask them! |
| best questions to ask your employees for feedback: No Bullsh!t Leadership Martin G. Moore, 2021-09-28 What makes a truly exceptional leader? Discover the practical, fail-proof tools that will help you to fine-tune your leadership skills, solidify respect among your workforce, and ensure your company’s lasting success. When Martin G. Moore was asked to rescue a leading energy corporation from ever-increasing debt and a lack of executive accountability, he faced an uphill battle. Not only had he never before stepped into the role of CEO; he also had no experience in the rapidly evolving energy sector. Relying on the practical leadership principles he had honed throughout his thirty-three-year career, he overhauled the company’s culture, redefined its leadership capability, and increased earnings by a compound annual growth rate of 125 percent. In No Bullsh!t Leadership, Moore outlines these proven leadership principles in a clear, direct way. He sweeps away the mystical fog surrounding leadership today and lays out the essential steps for success. Moore combines this tangible advice with honest, real-world examples from his own career to provide a no-nonsense look at the skills a true leader possesses. Moore’s principles for no bullshit leadership focus on: Creating value by focusing only on the things that matter most Facing conflict, adversity, and ambiguity with decisiveness and confidence Setting uncompromising standards for behavior and performance Selecting and developing great people Making those people accountable, and empowering them to do their best Setting simple, value-driven goals and communicating them relentlessly Though the steps aren’t easy, they are guaranteed, if implemented, to lift your leadership–and your organization–to a higher level. Wherever you are in your career, No Bullsh!t Leadership will help you develop the skills and form the habits needed to become a no bullshit leader. |
| best questions to ask your employees for feedback: You Can Change Other People Peter Bregman, Howie Jacobson, 2021-09-22 Discover how to change the lives of the people around you In You Can Change Other People, the world’s #1 executive coach, Peter Bregman, and Howie Jacobson, Ph.D., share the Four Steps to help the people around you make positive change — even if they’ve been stuck for years. The authors rely on over 50 years of collective professional experience to show you exactly what to say to influence those around you for the better. Changing the way you talk will stop you from being perceived as a critic, and turn you into a welcomed and effective ally. You’ll learn how to: Disarm their defensiveness and increase their confidence to act Turn people’s biggest problems into even bigger opportunities Ensure accountability and follow through without making them dependent on you No one wants to be changed; but change and personal growth are critical to success, and more importantly, to a fulfilled life. You Can Change Other People is a must-read for those who want to improve their impact with co-workers, family members, and everyone in between. |
| best questions to ask your employees for feedback: What to Ask the Person in the Mirror Robert S. Kaplan, 2011 Harvard Business School professor and business leader Robert Kaplan presents a process for asking the big questions that will enable you to diagnose problems, change course if necessary, and advance your career. |
| best questions to ask your employees for feedback: Leading With Emotional Courage Peter Bregman, 2018-06-05 The Wall Street Journal bestselling author of 18 Minutes unlocks the secrets of highly successful leaders and pinpoints the missing ingredient that makes all the difference You have the opportunity to lead: to show up with confidence, connected to others, and committed to a purpose in a way that inspires others to follow. Maybe it’s in your workplace, or in your relationships, or simply in your own life. But great leadership—leadership that aligns teams, inspires action, and achieves results—is hard. And what makes it hard isn’t theoretical, it’s practical. It’s not about knowing what to say or do. It’s about whether you’re willing to experience the discomfort, risk, and uncertainty of saying or doing it. In other words, the most critical challenge of leadership is emotional courage. If you are willing to feel everything, you can do anything. Leading with Emotional Courage, based on the author’s popular blogs for Harvard Business Review, provides practical, real-world advice for building your emotional courage muscle. Each short, easy to read chapter details a distinct step in this emotional “workout,” giving you grounded advice for handling the difficult situations without sacrificing professional ground. By building the courage to say the necessary but difficult things, you become a stronger leader and leave the “should’ves” behind. Theoretically, leadership is straightforward, but how many people actually lead? The gap between theory and practice is huge. Emotional courage is what bridges that gap. It’s what sets great leaders apart from the rest. It gets results. It cuts through the distractions, the noise, and the politics to solve problems and get things done. This book is packed with actionable steps you can take to start building these skills now. Have the courage to speak up when others remain silent Be stable and grounded in the face of uncertainty Respond productively to opposition without getting distracted Weather others’ anger without shutting down or getting defensive Leading with Emotional Courage coaches you to build your emotional courage, exercise it effectively, and create an environment in which people around you take accountability to get hard things done. |
| best questions to ask your employees for feedback: Love 'Em Or Lose 'Em Beverly Kay, 2008-11-04 Love 'Em or Lose 'Em offers busy managers a fresh viewpoint that clearly links business success to retention of talent --- Richard J. Leider, Founder, the Inventure Group, co-author of Claiming Your Place at the Fire: Living the Second Half of Your Life on Purpose. |
| best questions to ask your employees for feedback: The Manager's Path Camille Fournier, 2017-03-13 Managing people is difficult wherever you work. But in the tech industry, where management is also a technical discipline, the learning curve can be brutal—especially when there are few tools, texts, and frameworks to help you. In this practical guide, author Camille Fournier (tech lead turned CTO) takes you through each stage in the journey from engineer to technical manager. From mentoring interns to working with senior staff, you’ll get actionable advice for approaching various obstacles in your path. This book is ideal whether you’re a new manager, a mentor, or a more experienced leader looking for fresh advice. Pick up this book and learn how to become a better manager and leader in your organization. Begin by exploring what you expect from a manager Understand what it takes to be a good mentor, and a good tech lead Learn how to manage individual members while remaining focused on the entire team Understand how to manage yourself and avoid common pitfalls that challenge many leaders Manage multiple teams and learn how to manage managers Learn how to build and bootstrap a unifying culture in teams |
| best questions to ask your employees for feedback: 18 Minutes Peter Bregman, 2011-09-28 Based upon his weekly Harvard Business Review columns (which is one of the most popular columns on HBR.com, receiving hundreds of thousands of unique page views a month), 18 Minutes clearly shows how busy people can cut through all the daily clutter and distractions and find a way to focus on those key items which are truly the top priorities in our lives. Bregman works from the premise that the best way to combat constant and distracting interruptions is to create productive distractions of one's own. Based upon a series of short bite-sized chapters, his approach allows us to safely navigate through the constant chatter of emails, text messages, phone calls, and endless meetings that prevent us from focusing our time on those things that are truly important to us. Mixing first-person insights along with unique case studies, Bregman sprinkles his charming book with pathways which help guide us --pathways that can get us on the right trail in 18 minutes or less. |
| best questions to ask your employees for feedback: Bankable Leadership Tasha Eurich, 2013-10-01 “If I relentlessly drive my team to achieve our goals, they won’t like me.” “If I try to make everybody on the team happy, we won’t hit our numbers.” As a leader, you’ve likely felt this fundamental tension—the tension between driving results and developing positive relationships with your people. Despite all the research telling us that effective leaders do both, most of us struggle to balance the happiness of our teams and the health of the bottom line. We are more comfortable focusing on one or the other, and we feel overwhelmed and drained by the challenges we face when we try to accomplish both. In Bankable Leadership, psychologist, executive coach, and proud leadership geek Dr. Tasha Eurich (or Dr. T) solves this dilemma and reveals how to make leadership exhilarating, fun, and fulfilling. Built on decades of research and the transformation of real leaders, her fresh, practical model can help anyone become bankable—producing results while fostering a healthy work environment that ensures sustainable success. Discover how to • Be human and drive performance, • Be helpful and drive responsibility, • Be thankful and drive improvement, and • Be happy and drive productivity. Dr. T’s approach will help you develop these universally effective behaviors through an online assessment and boots-on-the-ground tools, like earning trust through transparency, treating adults like adults, and taking a no-fear approach to feedback. Whether you’re struggling to build a more productive team, increase confidence in your leadership skills, or consistently deliver results, Bankable Leadership is the resource you’ve been waiting for! |
| best questions to ask your employees for feedback: Powerful Performance Management John Mattone, 2013-08-09 To survive in today’s hypercompetitive marketplace, leaders must find ways to elevate the performance of their employees. By continuously setting higher goals to strive for, strengthening employee competencies via coaching, and providing feedback to employees, leaders can create a positive performance cycle that leads to improved individual and team performance and, ultimately, stronger operating results for the organization. This action guide covers the three stages of performance management: goal-setting, coaching, and performance review. It includes step-by-step instructions and tips, the 10 elements of positive performance management, the five steps to preparing for a review, guidance on how to prepare the employees and engage them during the reviews, the most effective steps you can take to improve performance, and more. |
| best questions to ask your employees for feedback: Permission to Screw Up Kristen Hadeed, 2017-10-10 The inspiring, unlikely, laugh-out-loud story of how one woman learned to lead–and how she ultimately succeeded, not despite her many mistakes, but because of them. This is the story of how Kristen Hadeed built Student Maid, a cleaning company where people are happy, loyal, productive, and empowered, even while they’re mopping floors and scrubbing toilets. It’s the story of how she went from being an almost comically inept leader to a sought-after CEO who teaches others how to lead. Hadeed unintentionally launched Student Maid while attending college ten years ago. Since then, Student Maid has employed hundreds of students and is widely recognized for its industry-leading retention rate and its culture of trust and accountability. But Kristen and her company were no overnight sensation. In fact, they were almost nothing at all. Along the way, Kristen got it wrong almost as often as she got it right. Giving out hugs instead of feedback, fixing errors instead of enforcing accountability, and hosting parties instead of cultivating meaningful relationships were just a few of her many mistakes. But Kristen’s willingness to admit and learn from those mistakes helped her give her people the chance to learn from their own screwups too. Permission to Screw Up dismisses the idea that leaders and organizations should try to be perfect. It encourages people of all ages to go for it and learn to lead by acting, rather than waiting or thinking. Through a brutally honest and often hilarious account of her own struggles, Kristen encourages us to embrace our failures and proves that we’ll be better leaders when we do. |
| best questions to ask your employees for feedback: Chief Culture Officer Grant McCracken, Grant David McCracken, 2011-05-10 The American corporation--deaf and blind to the world around it--needs a new professional. It needs a Chief Culture Officer. Grant McCracken, an anthropologist who now trains some of the world's biggest companies and consulting firms, argues that the CCO would keep a finger on the pulse of contemporary cultural trends while developing a systematic understanding of the deep waves of culture in America and the world. The CCO would be the corporation's eyes and ears, allowing it to detect coming changes, even when they exist only as the weakest of signals. Trenchantly on point and bursting with insight and character, Chief Culture Officer is sure to expand your horizons--and your business. |
| best questions to ask your employees for feedback: Radical Candor: Be a Kick-Ass Boss Without Losing Your Humanity Kim Scott, 2017-03-14 A high-profile business manager describes her development of an optimal management course designed to help business leaders become balanced and effective without resorting to insensitive aggression or overt permissiveness-- |
| best questions to ask your employees for feedback: First, Break All the Rules Marcus Buckingham, Curt Coffman, 2014-02-02 Gallup presents the remarkable findings of its revolutionary study of more than 80,000 managers in First, Break All the Rules, revealing what the world’s greatest managers do differently. With vital performance and career lessons and ideas for how to apply them, it is a must-read for managers at every level. The greatest managers in the world seem to have little in common. They differ in sex, age, and race. They employ vastly different styles and focus on different goals. Yet despite their differences, great managers share one common trait: They do not hesitate to break virtually every rule held sacred by conventional wisdom. They do not believe that, with enough training, a person can achieve anything he sets his mind to. They do not try to help people overcome their weaknesses. They consistently disregard the golden rule. And, yes, they even play favorites. This amazing book explains why. Gallup presents the remarkable findings of its massive in-depth study of great managers across a wide variety of situations. Some were in leadership positions. Others were front-line supervisors. Some were in Fortune 500 companies; others were key players in small entrepreneurial companies. Whatever their situations, the managers who ultimately became the focus of Gallup’s research were invariably those who excelled at turning each employee’s talent into performance. In today’s tight labor markets, companies compete to find and keep the best employees, using pay, benefits, promotions, and training. But these well-intentioned efforts often miss the mark. The front-line manager is the key to attracting and retaining talented employees. No matter how generous its pay or how renowned its training, the company that lacks great front-line managers will suffer. The authors explain how the best managers select an employee for talent rather than for skills or experience; how they set expectations for him or her — they define the right outcomes rather than the right steps; how they motivate people — they build on each person’s unique strengths rather than trying to fix his weaknesses; and, finally, how great managers develop people — they find the right fit for each person, not the next rung on the ladder. And perhaps most important, this research — which initially generated thousands of different survey questions on the subject of employee opinion — finally produced the twelve simple questions that work to distinguish the strongest departments of a company from all the rest. This book is the first to present this essential measuring stick and to prove the link between employee opinions and productivity, profit, customer satisfaction, and the rate of turnover. There are vital performance and career lessons here for managers at every level, and, best of all, the book shows you how to apply them to your own situation. |
| best questions to ask your employees for feedback: Nine Lies About Work Marcus Buckingham, Ashley Goodall, 2019-04-02 Forget what you know about the world of work You crave feedback. Your organization's culture is the key to its success. Strategic planning is essential. Your competencies should be measured and your weaknesses shored up. Leadership is a thing. These may sound like basic truths of our work lives today. But actually, they're lies. As strengths guru and bestselling author Marcus Buckingham and Cisco Leadership and Team Intelligence head Ashley Goodall show in this provocative, inspiring book, there are some big lies--distortions, faulty assumptions, wrong thinking--that we encounter every time we show up for work. Nine lies, to be exact. They cause dysfunction and frustration, ultimately resulting in workplaces that are a pale shadow of what they could be. But there are those who can get past the lies and discover what's real. These freethinking leaders recognize the power and beauty of our individual uniqueness. They know that emergent patterns are more valuable than received wisdom and that evidence is more powerful than dogma. With engaging stories and incisive analysis, the authors reveal the essential truths that such freethinking leaders will recognize immediately: that it is the strength and cohesiveness of your team, not your company's culture, that matter most; that we should focus less on top-down planning and more on giving our people reliable, real-time intelligence; that rather than trying to align people's goals we should strive to align people's sense of purpose and meaning; that people don't want constant feedback, they want helpful attention. This is the real world of work, as it is and as it should be. Nine Lies About Work reveals the few core truths that will help you show just how good you are to those who truly rely on you. |
| best questions to ask your employees for feedback: The Making of a Manager Julie Zhuo, 2019-03-19 Instant Wall Street Journal Bestseller! Congratulations, you're a manager! After you pop the champagne, accept the shiny new title, and step into this thrilling next chapter of your career, the truth descends like a fog: you don't really know what you're doing. That's exactly how Julie Zhuo felt when she became a rookie manager at the age of 25. She stared at a long list of logistics--from hiring to firing, from meeting to messaging, from planning to pitching--and faced a thousand questions and uncertainties. How was she supposed to spin teamwork into value? How could she be a good steward of her reports' careers? What was the secret to leading with confidence in new and unexpected situations? Now, having managed dozens of teams spanning tens to hundreds of people, Julie knows the most important lesson of all: great managers are made, not born. If you care enough to be reading this, then you care enough to be a great manager. The Making of a Manager is a modern field guide packed everyday examples and transformative insights, including: * How to tell a great manager from an average manager (illustrations included) * When you should look past an awkward interview and hire someone anyway * How to build trust with your reports through not being a boss * Where to look when you lose faith and lack the answers Whether you're new to the job, a veteran leader, or looking to be promoted, this is the handbook you need to be the kind of manager you wish you had. |
| best questions to ask your employees for feedback: Dare to Lead Brené Brown, 2018-10-09 #1 NEW YORK TIMES BESTSELLER • Brené Brown has taught us what it means to dare greatly, rise strong, and brave the wilderness. Now, based on new research conducted with leaders, change makers, and culture shifters, she’s showing us how to put those ideas into practice so we can step up and lead. Don’t miss the five-part HBO Max docuseries Brené Brown: Atlas of the Heart! NAMED ONE OF THE BEST BOOKS OF THE YEAR BY BLOOMBERG Leadership is not about titles, status, and wielding power. A leader is anyone who takes responsibility for recognizing the potential in people and ideas, and has the courage to develop that potential. When we dare to lead, we don’t pretend to have the right answers; we stay curious and ask the right questions. We don’t see power as finite and hoard it; we know that power becomes infinite when we share it with others. We don’t avoid difficult conversations and situations; we lean into vulnerability when it’s necessary to do good work. But daring leadership in a culture defined by scarcity, fear, and uncertainty requires skill-building around traits that are deeply and uniquely human. The irony is that we’re choosing not to invest in developing the hearts and minds of leaders at the exact same time as we’re scrambling to figure out what we have to offer that machines and AI can’t do better and faster. What can we do better? Empathy, connection, and courage, to start. Four-time #1 New York Times bestselling author Brené Brown has spent the past two decades studying the emotions and experiences that give meaning to our lives, and the past seven years working with transformative leaders and teams spanning the globe. She found that leaders in organizations ranging from small entrepreneurial startups and family-owned businesses to nonprofits, civic organizations, and Fortune 50 companies all ask the same question: How do you cultivate braver, more daring leaders, and how do you embed the value of courage in your culture? In this new book, Brown uses research, stories, and examples to answer these questions in the no-BS style that millions of readers have come to expect and love. Brown writes, “One of the most important findings of my career is that daring leadership is a collection of four skill sets that are 100 percent teachable, observable, and measurable. It’s learning and unlearning that requires brave work, tough conversations, and showing up with your whole heart. Easy? No. Because choosing courage over comfort is not always our default. Worth it? Always. We want to be brave with our lives and our work. It’s why we’re here.” Whether you’ve read Daring Greatly and Rising Strong or you’re new to Brené Brown’s work, this book is for anyone who wants to step up and into brave leadership. |
| best questions to ask your employees for feedback: Storytelling with Data Cole Nussbaumer Knaflic, 2015-10-09 Don't simply show your data—tell a story with it! Storytelling with Data teaches you the fundamentals of data visualization and how to communicate effectively with data. You'll discover the power of storytelling and the way to make data a pivotal point in your story. The lessons in this illuminative text are grounded in theory, but made accessible through numerous real-world examples—ready for immediate application to your next graph or presentation. Storytelling is not an inherent skill, especially when it comes to data visualization, and the tools at our disposal don't make it any easier. This book demonstrates how to go beyond conventional tools to reach the root of your data, and how to use your data to create an engaging, informative, compelling story. Specifically, you'll learn how to: Understand the importance of context and audience Determine the appropriate type of graph for your situation Recognize and eliminate the clutter clouding your information Direct your audience's attention to the most important parts of your data Think like a designer and utilize concepts of design in data visualization Leverage the power of storytelling to help your message resonate with your audience Together, the lessons in this book will help you turn your data into high impact visual stories that stick with your audience. Rid your world of ineffective graphs, one exploding 3D pie chart at a time. There is a story in your data—Storytelling with Data will give you the skills and power to tell it! |
| best questions to ask your employees for feedback: The Feedback Game Peter Gerrickens, 1999-12-31 |
| best questions to ask your employees for feedback: No Rules Rules Reed Hastings, Erin Meyer, 2020-09-08 The New York Times bestseller Shortlisted for the 2020 Financial Times & McKinsey Business Book of the Year Netflix cofounder Reed Hastings reveals for the first time the unorthodox culture behind one of the world's most innovative, imaginative, and successful companies There has never before been a company like Netflix. It has led nothing short of a revolution in the entertainment industries, generating billions of dollars in annual revenue while capturing the imaginations of hundreds of millions of people in over 190 countries. But to reach these great heights, Netflix, which launched in 1998 as an online DVD rental service, has had to reinvent itself over and over again. This type of unprecedented flexibility would have been impossible without the counterintuitive and radical management principles that cofounder Reed Hastings established from the very beginning. Hastings rejected the conventional wisdom under which other companies operate and defied tradition to instead build a culture focused on freedom and responsibility, one that has allowed Netflix to adapt and innovate as the needs of its members and the world have simultaneously transformed. Hastings set new standards, valuing people over process, emphasizing innovation over efficiency, and giving employees context, not controls. At Netflix, there are no vacation or expense policies. At Netflix, adequate performance gets a generous severance, and hard work is irrelevant. At Netflix, you don’t try to please your boss, you give candid feedback instead. At Netflix, employees don’t need approval, and the company pays top of market. When Hastings and his team first devised these unorthodox principles, the implications were unknown and untested. But in just a short period, their methods led to unparalleled speed and boldness, as Netflix quickly became one of the most loved brands in the world. Here for the first time, Hastings and Erin Meyer, bestselling author of The Culture Map and one of the world’s most influential business thinkers, dive deep into the controversial ideologies at the heart of the Netflix psyche, which have generated results that are the envy of the business world. Drawing on hundreds of interviews with current and past Netflix employees from around the globe and never-before-told stories of trial and error from Hastings’s own career, No Rules Rules is the fascinating and untold account of the philosophy behind one of the world’s most innovative, imaginative, and successful companies. |
| best questions to ask your employees for feedback: The Power of Stay Interviews for Engagement and Retention Richard P. Finnegan, 2018 For decades organizations have struggled to better engage and retain their best employees. This book proposes a proven and proactive approach, the Stay Interview: an easy-to-use tool to uncover, anticipate, and resolve issues and concerns before your best employees leave. -- |
| best questions to ask your employees for feedback: Courageous Cultures Karin Hurt, David Dye, 2020-07-28 From executives complaining that their teams don’t contribute ideas to employees giving up because their input isn’t valued--company culture is the culprit. Courageous Cultures provides a road map to build a high-performance, high-engagement culture around sharing ideas, solving problems, and rewarding contributions from all levels. Many leaders are convinced they have an open environment that encourages employees to speak up and are shocked when they learn that employees are holding back. Employees have ideas and want to be heard. Leadership wants to hear them. Too often, however, employees and leaders both feel that no one cares about making things better. The disconnect typically only widens over time, with both sides becoming more firmly entrenched in their viewpoints. Becoming a courageous culture means building teams of microinnovators, problem solvers, and customer advocates working together. In our world of rapid change, a courageous culture is your competitive advantage. It ensures that your company is “sticky” for both customers and employees. In Courageous Cultures, you’ll learn practical tools that help you: Learn the difference between microinnovators, problem solvers, and customer advocates and how they work together. See how the latest research conducted by the authors confirms why organizations struggle when it comes to creating strong cultures where employees are encouraged to contribute their best thinking. Learn proven models and tools that leaders can apply throughout all levels of the organization, to reengage and motivate employees. Understand best practices from companies around the world and learn how to apply these strategies and techniques in your own organization. This book provides you with the practical tools to uncover, leverage, and scale the best ideas from every level of your organization. |
| best questions to ask your employees for feedback: Winning Well Karin Hurt, David Dye, 2016-04-15 To succeed in today’s hypercompetitive economy, managers must master creating a productive work environment for employees while still making numbers. Tense, overextended workplaces force managers to choose between results and relationships. Executives set aggressive goals, so managers drive their teams to deliver, resulting in burnout. Or, employees seek connection and support, so managers focus on relationships and fail to make the numbers. However, managers need to achieve both. In Winning Well, managers will learn how to: Stamp out the corrosive win-at-all-costs mentality Focus on the game, not just the score Reinforce behaviors that produce results Sustain energy and momentum Be the leader people want to work for To prevent burnout and disengagement, while still achieving the necessary success for the company, managers must learn how to get their employees productive while creating an environment that makes them want to produce even more. Winning Well offers a quick, practical action plan for making the workplace productive, rewarding, and even fun. |
| best questions to ask your employees for feedback: The One Thing You Need to Know Marcus Buckingham, 2008-09-04 Drawing on a wide body of research, including extensive in-depth interviews, THE ONE THING YOU NEED TO KNOW reveals the central insights that lie at the core of: Great Managing, Great Leadership and Great Careers. Buckingham uses a wealth of relevant examples to reveal that at the heart of each insight lies a controlling insight. Lose sight of this 'one thing' and all of your best efforts at managing, leading, or individual achievement will be diminished. For great managing, the controlling insight has less to do with fairness, or team building, or clear expectations (although all are important). Rather, the one thing great managers know is the need to discover and then capitalize on what is unique about each person. For leadership, the controlling insight is the opposite - discover and capitalize on what is universal to all your people, regardless of differences in personality, race, sex, or age. For sustained individual success, the controlling insight is the need to discover what you don't like doing, and know how and when to stop doing it. In every way a groundbreaking work, THE ONE THING YOU NEED TO KNOW offers crucial performance and career lessons for business people at every level. |
| best questions to ask your employees for feedback: The New Rules of Work Alexandra Cavoulacos, Kathryn Minshew, 2017 In this definitive guide to the ever-changing modern workplace, Kathryn Minshew and Alexandra Cavoulacos, the co-founders of popular career website TheMuse.com, show how to play the game by the New Rules. The Muse is known for sharp, relevant, and get-to-the-point advice on how to figure out exactly what your values and your skills are and how they best play out in the marketplace. Now Kathryn and Alex have gathered all of that advice and more in The New Rules of Work. Through quick exercises and structured tips, the authors will guide you as you sort through your countless options; communicate who you are and why you are valuable; and stand out from the crowd. The New Rules of Work shows how to choose a perfect career path, land the best job, and wake up feeling excited to go to work every day-- whether you are starting out in your career, looking to move ahead, navigating a mid-career shift, or anywhere in between-- |
| best questions to ask your employees for feedback: Mindset Carol S. Dweck, 2007-12-26 From the renowned psychologist who introduced the world to “growth mindset” comes this updated edition of the million-copy bestseller—featuring transformative insights into redefining success, building lifelong resilience, and supercharging self-improvement. “Through clever research studies and engaging writing, Dweck illuminates how our beliefs about our capabilities exert tremendous influence on how we learn and which paths we take in life.”—Bill Gates, GatesNotes “It’s not always the people who start out the smartest who end up the smartest.” After decades of research, world-renowned Stanford University psychologist Carol S. Dweck, Ph.D., discovered a simple but groundbreaking idea: the power of mindset. In this brilliant book, she shows how success in school, work, sports, the arts, and almost every area of human endeavor can be dramatically influenced by how we think about our talents and abilities. People with a fixed mindset—those who believe that abilities are fixed—are less likely to flourish than those with a growth mindset—those who believe that abilities can be developed. Mindset reveals how great parents, teachers, managers, and athletes can put this idea to use to foster outstanding accomplishment. In this edition, Dweck offers new insights into her now famous and broadly embraced concept. She introduces a phenomenon she calls false growth mindset and guides people toward adopting a deeper, truer growth mindset. She also expands the mindset concept beyond the individual, applying it to the cultures of groups and organizations. With the right mindset, you can motivate those you lead, teach, and love—to transform their lives and your own. |
| best questions to ask your employees for feedback: Flying Without a Net Thomas DeLong, 2011 Confronted by omnipresent threats of job loss and change, even the brightest among us are anxious. Packed with practical advice and inspiring stories, Flying Without a Net explains how to draw strength from vulnerability. |
| best questions to ask your employees for feedback: Managing to Change the World Alison Green, Jerry Hauser, 2012-04-03 Why getting results should be every nonprofit manager's first priority A nonprofit manager's fundamental job is to get results, sustained over time, rather than boost morale or promote staff development. This is a shift from the tenor of many management books, particularly in the nonprofit world. Managing to Change the World is designed to teach new and experienced nonprofit managers the fundamental skills of effective management, including: managing specific tasks and broader responsibilities; setting clear goals and holding people accountable to them; creating a results-oriented culture; hiring, developing, and retaining a staff of superstars. Offers nonprofit managers a clear guide to the most effective management skills Shows how to address performance problems, dismiss staffers who fall short, and the right way to exercising authority Gives guidance for managing time wisely and offers suggestions for staying in sync with your boss and managing up This important resource contains 41 resources and downloadable tools that can be implemented immediately. |
| best questions to ask your employees for feedback: How to Be Good at Performance Appraisals Dick Grote, 2011-07-05 Do you supervise people? If so, this book is for you. One of a manager’s toughest—and most important—responsibilities is to evaluate an employee’s performance, providing honest feedback and clarifying what they’ve done well and where they need to improve. In How to Be Good at Performance Appraisals, Dick Grote provides a concise, hands-on guide to succeeding at every step of the performance appraisal process—no matter what performance management system your organization uses. Through step-by-step instructions, examples, do-and-don’t bullet lists, sample dialogues, and suggested scripts, he shows you how to handle every appraisal activity from setting goals and defining job responsibilities to evaluating performance quality and discussing the performance evaluation face-to-face. Based on decades of experience guiding managers through their biggest challenges, Grote helps answer the questions he hears most often: • How do I set goals effectively? How many goals should someone set? • How do I evaluate a person’s behaviors? Which counts more, behaviors or results? • How do I determine the right performance appraisal rating? How do I explain my rating to a skeptical employee? • How do I tell someone she’s not meeting my expectations? How do I deliver bad news? Grote also explains how to tackle other thorny performance management tasks, including determining compensation and terminating poor performers. In accessible and useful language, How to Be Good at Performance Appraisals will help you handle performance appraisals confidently and successfully, no matter the size or culture of your organization. It’s the one book you need to excel at this daunting yet critical task. |
| best questions to ask your employees for feedback: State of The Global Workplace Gallup, 2017-12-19 Only 15% of employees worldwide are engaged at work. This represents a major barrier to productivity for organizations everywhere – and suggests a staggering waste of human potential. Why is this engagement number so low? There are many reasons — but resistance to rapid change is a big one, Gallup’s research and experience have discovered. In particular, organizations have been slow to adapt to breakneck changes produced by information technology, globalization of markets for products and labor, the rise of the gig economy, and younger workers’ unique demands. Gallup’s 2017 State of the Global Workplace offers analytics and advice for organizational leaders in countries and regions around the globe who are trying to manage amid this rapid change. Grounded in decades of Gallup research and consulting worldwide -- and millions of interviews -- the report advises that leaders improve productivity by becoming far more employee-centered; build strengths-based organizations to unleash workers’ potential; and hire great managers to implement the positive change their organizations need not only to survive – but to thrive. |
| best questions to ask your employees for feedback: Accountable Leaders Vince Molinaro, 2020-06-10 Proven methods to push your organization to its maximum potential with responsible leadership Accountable Leaders is the real-world guide to propelling your business to extraordinary levels of performance and achievement. Leadership accountability is a major issue in organizations around the globe. Research has shown that teams and individual employees are overwhelmingly dissatisfied with the degree of accountability demonstrated by their leaders. Effective teams need responsible and accountable leaders—the solution seems simple. Yet, thousands of businesses are struggling with mediocre performance and widening gaps in leadership. This essential resource provides practical and no-nonsense strategies to transform any organization into a cohesive, highly motivated culture of accountable leaders and fully committed teams. Bestselling author Dr. Vince Molinaro shares his proven methods of optimal leadership accountability, providing a step-by-step blueprint for leaders in any organization. Developed from years of experience helping Fortune 500 companies build strong leaders and effective teams, this book will enable you to: Build strong leadership accountability to leverage competitive advantage, increase team performance, and close the leadership gap in your organization Understand why gaps in leadership occur and recognize accountability issues in your own organization Develop an effective strategy to instill a culture of accountability and responsibility in your business Identify and implement organizational practices that encourage accountable leadership throughout your management structure Accountable Leaders is a vital guide for anyone who leads a team: from managers and supervisors, to CEOs and CHROs. This invaluable guide will provide the tools and knowledge to take you and your organization to incredible levels of performance and achievement. |
| best questions to ask your employees for feedback: Thanks for the Feedback Douglas Stone, Sheila Heen, 2015-03-31 The coauthors of the New York Times–bestselling Difficult Conversations take on the toughest topic of all: how we see ourselves Douglas Stone and Sheila Heen have spent the past fifteen years working with corporations, nonprofits, governments, and families to determine what helps us learn and what gets in our way. In Thanks for the Feedback, they explain why receiving feedback is so crucial yet so challenging, offering a simple framework and powerful tools to help us take on life’s blizzard of offhand comments, annual evaluations, and unsolicited input with curiosity and grace. They blend the latest insights from neuroscience and psychology with practical, hard-headed advice. Thanks for the Feedback is destined to become a classic in the fields of leadership, organizational behavior, and education. |
| best questions to ask your employees for feedback: Learning How to Learn Barbara Oakley, PhD, Terrence Sejnowski, PhD, Alistair McConville, 2018-08-07 A surprisingly simple way for students to master any subject--based on one of the world's most popular online courses and the bestselling book A Mind for Numbers A Mind for Numbers and its wildly popular online companion course Learning How to Learn have empowered more than two million learners of all ages from around the world to master subjects that they once struggled with. Fans often wish they'd discovered these learning strategies earlier and ask how they can help their kids master these skills as well. Now in this new book for kids and teens, the authors reveal how to make the most of time spent studying. We all have the tools to learn what might not seem to come naturally to us at first--the secret is to understand how the brain works so we can unlock its power. This book explains: Why sometimes letting your mind wander is an important part of the learning process How to avoid rut think in order to think outside the box Why having a poor memory can be a good thing The value of metaphors in developing understanding A simple, yet powerful, way to stop procrastinating Filled with illustrations, application questions, and exercises, this book makes learning easy and fun. |
| best questions to ask your employees for feedback: The Surprising Power of Liberating Structures Henri Lipmanowicz, Keith McCandless, 2014-10-28 Smart leaders know that they would greatly increase productivity and innovation if only they could get everyone fully engaged. So do professors, facilitators and all changemakers. The challenge is how. Liberating Structures are novel, practical and no-nonsense methods to help you accomplish this goal with groups of any size. Prepare to be surprised by how simple and easy they are for anyone to use. This book shows you how with detailed descriptions for putting them into practice plus tips on how to get started and traps to avoid. It takes the design and facilitation methods experts use and puts them within reach of anyone in any organization or initiative, from the frontline to the C-suite. Part One: The Hidden Structure of Engagement will ground you with the conceptual framework and vocabulary of Liberating Structures. It contrasts Liberating Structures with conventional methods and shows the benefits of using them to transform the way people collaborate, learn, and discover solutions together. Part Two: Getting Started and Beyond offers guidelines for experimenting in a wide range of applications from small group interactions to system-wide initiatives: meetings, projects, problem solving, change initiatives, product launches, strategy development, etc. Part Three: Stories from the Field illustrates the endless possibilities Liberating Structures offer with stories from users around the world, in all types of organizations -- from healthcare to academic to military to global business enterprises, from judicial and legislative environments to R&D. Part Four: The Field Guide for Including, Engaging, and Unleashing Everyone describes how to use each of the 33 Liberating Structures with step-by-step explanations of what to do and what to expect. Discover today what Liberating Structures can do for you, without expensive investments, complicated training, or difficult restructuring. Liberate everyone's contributions -- all it takes is the determination to experiment. |
| best questions to ask your employees for feedback: The Remix Lindsey Pollak, 2019-05-07 A Wall Street Journal and Financial Times book of the month Millennials have become the largest generation in the U.S. workforce, and Generation Z workers are right behind them. Leaders and organizations must embrace the new ways of working that appeal to the digital-first generations, while continuing to appeal to Baby Boomers and Generation X, who will likely remain in the workforce for decades to come. Within any organization, team, meeting, or marketing opportunity, you will likely find any combination of generations, each with their own attitudes, expectations, and professional styles. To lead and succeed in business today, you must adjust to how Millennials work, continue to accommodate experienced colleagues and pay attention to the next generations coming up. The Remix shows you how to adapt and win through proven strategies that serve all generations’ needs. The result is a workplace that blends the best of each generation’s ideas and practices to design a smarter, more inclusive work environment for everyone. As a leading expert on the multigenerational workplace, Lindsey Pollak combines the most recent data with her own original research, as well as detailed case studies from Fortune 500 companies and other top organizations. Pollak outlines the ways businesses, executives, mid-level managers, employees, and entrepreneurs can tackle situations that may arise when diverse styles clash and provides clear strategies to turn generational diversity into business opportunity. Generational change is impacting all industries, all types of organizations, and all leaders. The Remix is an essential guide for anyone looking to navigate today’s multigenerational workplace, which is more diverse and varied than ever before. |
| best questions to ask your employees for feedback: A More Beautiful Question Warren Berger, 2014-03-04 To get the best answer-in business, in life-you have to ask the best possible question. Innovation expert Warren Berger shows that ability is both an art and a science. It may be the most underappreciated tool at our disposal, one we learn to use well in infancy-and then abandon as we grow older. Critical to learning, innovation, success, even to happiness-yet often discouraged in our schools and workplaces-it can unlock new business opportunities and reinvent industries, spark creative insights at many levels, and provide a transformative new outlook on life. It is the ability to question-and to do so deeply, imaginatively, and “beautifully.” In this fascinating exploration of the surprising power of questioning, innovation expert Warren Berger reveals that powerhouse businesses like Google, Nike, and Netflix, as well as hot Silicon Valley startups like Pandora and Airbnb, are fueled by the ability to ask fundamental, game-changing questions. But Berger also shares human stories of people using questioning to solve everyday problems-from “How can I adapt my career in a time of constant change?” to “How can I step back from the daily rush and figure out what really makes me happy?” By showing how to approach questioning with an open, curious mind and a willingness to work through a series of “Why,” “What if,” and “How” queries, Berger offers an inspiring framework of how we can all arrive at better solutions, fresh possibilities, and greater success in business and life. |
| best questions to ask your employees for feedback: Good Leaders Ask Great Questions John C. Maxwell, 2014-10-07 A #1 New York Times bestselling author and leadership expert answers questions from his readers about what it takes to be in charge and make a difference. John Maxwell, America's #1 leadership authority, has mastered the art of asking questions, using them to learn and grow, connect with people, challenge himself, improve his team, and develop better ideas. Questions have literally changed Maxwell's life. In GOOD LEADERS ASK GREAT QUESTIONS, he shows how they can change yours, teaching why questions are so important, what questions you should ask yourself as a leader, and what questions you should be asking your team. Maxwell also opened the floodgates and invited people from around the world to ask him any leadership question. He answers seventy of them--the best of the best--including . . . What are the top skills required to lead people through difficult times? How do I get started in leadership? How do I motivate an unmotivated person? How can I succeed working under poor leadership? When is the right time for a successful leader to move on to a new position? How do you move people into your inner circle? No matter whether you are a seasoned leader at the top of your game or a newcomer wanting to take the first steps into leadership, this book will change the way you look at questions and improve your leadership life. |
77 Great Questions to Ask Employees at Your Next One-On …
Questions for Giving and Receiving Feedback Given the privacy of a one on one, and the trust you’re building with them in these meetings, it’s an excellent time to discuss feedback.
Eight Questions Every Manager Should Ask Employees to …
Instructions: Use the questions listed below to have in-depth conversations with your employees to assess their level of engagement in both their work and the organization. Respond to the …
A Reference List of Useful Reflection and Feedback Questions …
To harness the benefits of feedback, leaders should dedicate 15 minutes each day to ask for helpful feedback from their team members and peers. Here are a few useful feedback …
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In addition to asking your direct report to set the agenda, you can come armed with a few thoughtful questions of your own. This list can spur ideas. Many managers like to use the …
Performance Evaluations Sample Questions to Ask your …
Sample Questions to Ask your Employees Weekly Employee Name: 1.) How is your role going thus far? "Did you have any victories this week?" a. Express gratitude for (acknowledging, …
Sample Rounding Questions - Capstone Leadership
Sample Rounding Questions 1. In what ways can I support you in managing the stress that comes with our work here in the _____ Department? 2. Are you aware of anything that may pose a …
Guide to Effective One on One Meetings with your Employees
Question Ideas for When Your One-on-One is in a Rut: § Would you like to walk today or go somewhere outside of the office? § What would you like to see change about these …
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Questions to ask yourself • Think about what your workgroup is working to accomplish. What sorts of information are critical for them to perform in their roles? How much of a priority do you …
Chapter 1: A Few Questions to Ask Your Employees - Handler
Feedback can be scary sometimes, but it’s necessary for the retention of your employees. This method offers a simple technique you can take to encourage your employees to come up with …
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In this article, we’ll explore why feedback matters in a hybrid environment and share 45 important survey questions to ask at different points along the hybrid work journey. Employee …
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survey. Eliminate any fluff and be direct when you are asking your employee pulse survey questions. While setting up your employee pulse survey questions, be mindful of including …
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writing employee satisfaction survey questions. Make sure you break up the survey with different kinds of questions, including open-ended questions, rating scales, and multiple choice. …
How to Structure Your - Head Light
4. Qualitative feedback Questions you may like to ask • What changes can you make right now? • How could you make better use of your strengths? • How could you use your strengths to …
Top Questions to Engage Employees & Spur Strategic …
Ask questions until you get the answers you want, and ask better questions with these examples taken from our resources and TeamStrength members. Engage with Skip-Step Meetings, …
How to Get Useful Feedback From New Hires - Human Nature …
Use these questions as a guideline for getting feedback from your new hires on how they are doing and for how you can improve your onboarding process. This information will help you: • …
Top 50 Must-Have Employee Engagement Survey Questions
Maybe as the most powerful tool to check the current pulse of the workforce, employee engagement surveys are used to assess the strategic alignment and satisfaction of …
5 Questions Every Manager Needs to Ask Their Direct Reports …
With these five needs in mind, consider incorporating the questions below into routine check-ins with your direct reports, so that you can ask employees the questions they want to hear before …
sample survey questions - Reed
Do you feel senior managers at your organisation listen to employees and act on feedback? Does your company offer rewards for good or high performance? Employee satisfaction
Examples of Great Performance Appraisal Answers to …
Below, we list out six examples of common performance appraisal questions and answers that are strong, well-structured, and help managers get a better understanding of employee …
It’s Not About Satisfying Your Employees: 10 Best Practices for ...
Nov 10, 2017 · Employee engagement surveys help organizations measure how engaged their employees are, and where they should focus improvement efforts to create a more engaged …
Why Do I Avoid Giving Feedback? - Johns Hopkins …
Reason to give feedback: Employees may know what to work on, but your feedback, advice, and guidance may be needed to help them be more efficient and productive. If your employees are …
Chapter 1: A Few Questions to Ask Your Employees - Handler
But one of the best ways to learn how to improve is by looking to your own employees. These conversations are important. Don’t be afraid to be direct with your employees — when you ask …
10 Minute Check-In Conversation Guide - Agency …
May 10, 2020 · sections 3 and 5, check-off the topics and questions you want to discuss during the check-in. Keep the original and make a copy of this document with your selections marked …
Mid-Year Check-in: 3 Questions to Ask Your Employees
be at year end. Keep reciting this “chant” – your key messages – as you go forward. Remember people need to hear something 7 times 7 different ways to really retain the message! …
Gathering Feedback from Internal - Procurement Excellence …
survey questions. 2. Consider your audience carefully. Prior to developing questions for a survey, take the time to narrowly define your audience and . assess whether they will be able to tell …
Recognition Program - Great Place To Work®
Ask custom survey questions. Add custom demographics. ... Your employees’ feedback is the basis of all our recognition for your company. We care about ... ended questions telling us …
It’s Not About Satisfying Your Employees: 10 Best Practices …
Nov 10, 2017 · and acting on feedback. If you ask your employees what they think and then do nothing with the results, you will foster cynicism and skepticism with your employees. In fact, …
FEEDBACK THAT WORKS FEEDBACK - Center for Creative …
questions like these as you develop your feedback skills using the SBI (Situation, Behavior, Impact) Feedback method. ... Taylor, S. (2014). “Feedback: Who, when, and how to ask.” …
ENGAGEMENT AMBASSADOR GUIDE - Quantum Workplace
important to your employees. Listen to their feedback. Have Ambassadors share what questions they are hearing around the office about the Engagement initiative. Ask them to provide …
45 Hybrid Workplace Survey Questions to Ask Employees
To collect actionable feedback, it’s important to align your questions with your organization’s hybrid work journey. Whether you’re transitioning back to the office, operating in a hybrid or …
17 Questions Feedback from young people - YMCA George …
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HOW TO USE THIS TEMPLATE - PSC
This is a customizable sustainability survey template. The questions are designed to help your company better identify employee ideas, knowledge, and barriers to sustainability. The survey …
The HR Leader’s Ultimate Guide to Exit Interviews - People …
employees. Explain how feedback will be utilized to implement positive changes within the organization. Additionally, ask questions that prompt specific and achievable responses, …
Recommended Training Effectiveness Questions For …
There are many constructs you could target in questions you ask learners. The constructs you choose will determine the information you capture and the conclusions you might draw from …
BEST PRACTICES IN GIVING & RECEIVING FEEDBACK - The …
Demonstrate caring and honesty. Offer your feedback with the positive intent of helping your employees to grow and achieve their goals. Don’t offer too much. The person receiving …
Employee engagement survey toolkit question library - Mercer
24 Where I work, decisions are made in a timely manner. 25 My immediate manager/supervisor gives me feedback and coaching that helps me improve my performance. 26 My immediate …
Internal Transfer Questionnaire - Virginia Tech
the questions that best fit your departmental needs. Version 1 . Thank you for taking the time to complete this questionnaire; the answers you give us will help us ... The resulting feedback will …
How to Create The Ultimate Dental Patient Satisfaction Survey
Keep these following best practices in mind to get the most out of your patient surveys. Elicit Useful Responses When creating a patient survey, remember the overall goal is to elicit useful …
MOST POWERFUL STRATEGIC PLANNING QUESTIONS
7 questions to improve the understandability, emotion, and impact of your organizational vision statement. Look and Ask Around 3 questions to assess where your organization provides the …
employee engagement handbook - Veterans Affairs
strategic priorities, helping your team see how their work fits into the broader organizational goals. If you are engaged, it is much more likely that your staff is engaged. Here are some questions …
POST-TRAINING SURVEY (Required for Certificate) Page 1 of 2
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EXAMPLE QUESTIONS FOR PDR DISCUSSIONS - Leeds …
To discuss their performance: •Tell me about a recent situation you wish you’d handled differently.What would you change? •How do you react when you make a mistake?What could …
Nine Questions You Should Ask Every Nonprofit - Fidelity …
The nine questions above provide a foundation for understanding a charity and its needs. As your level of support or involvement increases, you may want to ask some additional questions. …
75 Questions to Ask in Your SWOT Analysis - SCORE
competition. Use the following checklist to start on your SWOT analysis: 75 Questions to Ask in Your SWOT Analysis STRENGTHS Marketing What are our competitive advantages? What is …
The Coaching Feedback Model - Culture at Work
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8 Steps to Becoming the Manager your Employees Need
Dec 8, 2013 · Ask employees to think out loud about how they might approach their assignments. Ask basic questions: “Can you do this? What do you need from me?” Ask probing questions: …
Satisfaction Survey for a Finance Team - Wiley Online Library
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University of Central Florida Employee Code of Conduct
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Customer Feedback Strategy
feedback, ask your customers if you can display their reviews. Or, if your customers provide starred or numbered reviews, place these next to your product pages. Consider the following …
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Morale Best Practices - Custom Learning
Morale Best Practices 1-800-667-7325 3 www.customlearning.com My “L.I.S.T.” (List Of An Individual’s Special Things) IDEA: Ask your direct reports to complete this "L.I.S.T." of little …
Making the Most of Quarterly Check-ins - University of Florida
contact your Employee Relations office: Education and General, Auxiliaries (352) 392-6615 Health Science Center (352) 392-3786 Business Affairs (352) 392-2333 IFAS and Veterinary …
Staff Survey for Executive Director Evaluation - HOPE …
review process. We ask for your name only to track participation and all responses to this questionnaire will remain anonymous. Please answer the following questions to the best of …
FIRST-LEVEL SUPERVISOR BEHAVIORAL INTERVIEW GUIDE
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How to Structure Your - Head Light
4.Qualitative feedback 4 Questions you may like to ask 4 5.Action planning 5 Question you may like to ask 5 ... services uniquely complement our platform that engages employees, managers …
Performance Accountability & Feedback - Oregon.gov
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LISTENING TO EMPLOYEES - Squishtalks
between 45 - 90 minutes works, but the better approach is to ask employees what they believe they need and to build in flexibility into the timing arrangements. Similarly, it is important that …
Stay Interview Desktop Guide 2 - NIH: Office of Human …
retaining employees with the highest impact on the organization. Trust is key Trust between supervisors and employees is highly correlated to employee retention and is critical to the …
30 Essential Behavioral Interview Questions - LinkedIn …
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Reflective questions for use in supervision - SSSC Learning …
Reflective questions for use in supervision The questions below link to the content of the Standards in Social Work Education (SiSWE) and may be helpful for supervision discussions. …
How to Get Useful Feedback From New Hires - Human …
questions that are most useful to you. Pick and choose which questions you want to use and tailor the phrasing to suit your personality and the personality of your employees. Use these …
Giving and Receiving Feedback - University of Nottingham
loop and share your progress with the feedback giver. Whilst positive feedback feels good, it’s constructive criticism that aids personal and professional development. Whether it’s from your …
Talent & Performance : Give Feedback to Others Employee
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WRITING AN EFFECTIVE QUESTIONNAIRE - NHS England
the content and structure of your questionnaire. It is intended to help anyone who is planning a survey to collect more useful insight or feedback on health services from patients or staff. …
Guidelines for Giving Constructive Feedback - Leading from …
Feedback Form (Used to establish a healthy working relationships) Feedback Planning Worksheet The best way to master the art of feedback is to do it often and regularly. …
Sample 9-Box Performance Potential Assessment
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10 Ways to Encourage Your Employees to Complete the Survey
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Getting to Know Your Employees - Reward Gateway
Some employees do best with real-time feedback, delivered immediately after a misstep. Others might prefer a scheduled meeting that they can mentally prepare for. Some employees do best …
GettinG Ready foR a PeRfoRmance checkPoint foR emPLoyeeS
Ask for feedback from your manager on what you are doing particularly well and what you might improve upon. Reflect on your goals/priorities as well as the performance factors that are …
Employee Satisfaction Manual
be applied to individual employees and groups of employees. A sample template of potential questions a trained interviewer could use is attached as Appendix A. The advantages of …
