Delivering Constructive Criticism Sample Corporate Training Materials All of our training products are fully customizable and are perfect for one day and half day workshops. You can easily update or insert your own content to make the training more relevant to participants. Our material is completely customizable and is backed up by a 90 day 100% no questions asked money back guarantee! With our training courseware you are able to: Add your name and logo (and remove ours). Add your own content to make the training more relevant to your clients (i.e. using examples and case studies from within your organization or city) Train unlimited users within your organization. No Annual Renewal Fees Download training material on your time from our secure servers United States International 73 Greentree Drive, Box #68 116 Provost Street Dover, Delaware 19904 New Glasgow, NS, Canada Toll-free:1-877-610-3660 Phone: 001-902-695-3660 Fax: 1-877-610-3661 Fax: 001-902-695-3661 sales@corporatetrainingmaterials.com sales@corporatetrainingmaterials.com Any technical issues or questions can be addressed by our support team support@corporatetrainingmaterials.com Our Product Catalog contains our entire library of available and upcoming courses. Please follow this link: http://corporatetrainingmaterials.com/product_catalog.pdf Review our License Agreement to answer any licensing questions you may have. Please follow this link: http://corporatetrainingmaterials.com/license_agreement.pdf
TABLE OF CONTENTS Preface... 3 What is Courseware?... 3 How Do I Customize My Course?... 3 Materials Required... 4 Maximizing Your Training Power... 5 Icebreakers... 6 Icebreaker: Friends Indeed... 7 Training Manual Sample... 8 Sample Module: When Should Feedback Occur?... 9 Instructor Guide Sample... 17 Sample Module: When Should Feedback Occur?... 18 Activities... 27 Quick Reference Sheets... 32 Certificate of Completion... 34 PowerPoint Sample... 36 Full Course Table of Contents... 42
Preface What is Courseware? Welcome to Corporate Training Materials, a completely new training experience! Our courseware packages offer you top-quality training materials that are customizable, user-friendly, educational, and fun. We provide your materials, materials for the student, PowerPoint slides, and a takehome reference sheet for the student. You simply need to prepare and train! Best of all, our courseware packages are created in Microsoft Office and can be opened using any version of Word and PowerPoint. (Most other word processing and presentation programs support these formats, too.) This means that you can customize the content, add your logo, change the color scheme, and easily print and e-mail training materials. How Do I Customize My Course? Customizing your course is easy. To edit text, just click and type as you would with any document. This is particularly convenient if you want to add customized statistics for your region, special examples for your participants industry, or additional information. You can, of course, also use all of your word processor s other features, including text formatting and editing tools (such as cutting and pasting). To remove modules, simply select the text and press Delete on your keyboard. Then, navigate to the Table of Contents, right-click, and click Update Field. You may see a dialog box; if so, click Update entire table and press OK. (You will also want to perform this step if you add modules or move them around.) If you want to change the way text looks, you can format any piece of text any way you want. However, to make it easy, we have used styles so that you can update all the text at once. If you are using Word 97 to 2003, start by clicking the Format menu followed by Styles and Formatting. In Word 2007 and 2010 under the Home tab, right-click on your chosen style and click Modify. That will then produce the Modify Style options window where you can set your preferred style options.
For example, if we wanted to change our Heading 1 style, used for Module Titles, this is what we would do: Now, we can change our formatting and it will apply to all the headings in the document. For more information on making Word work for you, please refer to Word 2007 or 2010 Essentials by Corporate Training Materials. Materials Required All of our courses use flip chart paper and markers extensively. (If you prefer, you can use a whiteboard or chalkboard instead.) We recommend that each participant have a copy of the Training Manual, and that you review each module before training to ensure you have any special materials required. Worksheets and handouts are included within a separate activities folder and can be reproduced and used where indicated. If you would like to save paper, these worksheets are easily transferrable to a flip chart paper format, instead of having individual worksheets.
We recommend these additional materials for all workshops: Laptop with projector, for PowerPoint slides Quick Reference Sheets for students to take home Timer or watch (separate from your laptop) Masking tape Blank paper Maximizing Your Training Power We have just one more thing for you before you get started. Our company is built for trainers, by trainers, so we thought we would share some of our tips with you, to help you create an engaging, unforgettable experience for your participants. Make it customized. By tailoring each course to your participants, you will find that your results will increase a thousand-fold. o o o Use examples, case studies, and stories that are relevant to the group. Identify whether your participants are strangers or whether they work together. Tailor your approach appropriately. Different people learn in different ways, so use different types of activities to balance it all out. (For example, some people learn by reading, while others learn by talking about it, while still others need a hands-on approach. For more information, we suggest Experiential Learning by David Kolb.) Make it fun and interactive. Most people do not enjoy sitting and listening to someone else talk for hours at a time. Make use of the tips in this book and your own experience to keep your participants engaged. Mix up the activities to include individual work, small group work, large group discussions, and mini-lectures. Make it relevant. Participants are much more receptive to learning if they understand why they are learning it and how they can apply it in their daily lives. Most importantly, they want to know how it will benefit them and make their lives easier. Take every opportunity to tie what you are teaching back to real life. Keep an open mind. Many trainers find that they learn something each time they teach a workshop. If you go into a training session with that attitude, you will find that there can be an amazing two-way flow of information between the trainer and trainees. Enjoy it, learn from it, and make the most of it in your workshops. And now, time for the training!
Icebreakers Each course is provided with a wide range of interactive Icebreakers. The trainer can utilize an Icebreaker to help facilitate the beginning of the course, as it helps break the ice with the participants. If the participants are new to each other, an icebreaker is a great way to introduce everyone to each other. If the participants all know each other it can still help loosen up the room and begin the training session on positive note. Below you will see one of the icebreakers that can be utilized from the Icebreakers folder.
Icebreaker: Friends Indeed Purpose Have the participants moving around and help to make introductions to each other. Materials Required Name card for each person Markers Preparation Have participants fill out their name card. Then, ask participants to stand in a circle, shoulder to shoulder. They should place their name card at their feet. Then they can take a step back. You as the facilitator should take the place in the center of the circle. Activity Explain that there is one less place than people in the group, as you are in the middle and will be participating. You will call out a statement that applies to you, and anyone to whom that statement applies must find another place in the circle. Examples: Friends who have cats at home Friends who are wearing blue Friends who don t like ice cream The odd person out must stand in the center and make a statement. The rules: You cannot move immediately to your left or right, or back to your place. Let s be adults: no kicking, punching, body-checking, etc. Play a few rounds until everyone has had a chance to move around.
Training Manual Sample On the following pages is a sample module from our Training Manual. Each of our courses contains twelve modules with three to five lessons per module. It is in the same format and contains the same material as the Instructor Guide, which is then shown after the Training Manual sample, but does not contain the Lesson Plans box which assists the trainer during facilitation. The Training Manual can be easily updated, edited, or customized to add your business name and company logo or that of your clients. It provides each participant with a copy of the material where they can follow along with the instructor.
We cannot build our own future without helping others to build theirs. Bill Clinton Sample Module: When Should Feedback Occur? One aspect of delivering constructive criticism is in knowing the right time and opportunity to deliver it. Some instances can be addressed on the employee s next annual review, while others should be addressed right away. If it is done too soon, it could make the employee doubt their abilities and affect their job performance. If delivered too late, then the employee may ignore it altogether and dismiss any help at all. Identifying key situations can help decide when feedback needs to be done.
Repeated Events or Behavior other coworkers. An employee that displays repeated negative behaviors or patterns should be addressed in order to either stop or further prevent it in the future. Before addressing the problem, the employee should be monitored to ensure the event or behavior is reoccurring, not a onetime incident. Once it has been identified, the employee should be addressed in private. Privately, a resolution can be found to end the behavior and prevent it from happening further without embarrassing the employee in front of Examples: An employee is constantly tardy to meetings, although they contribute throughout the session. An employee turns in their reports in the incorrect format, but they are always on time. An employee works hard during the day, but takes long breaks and lunches.
Breaches in Company Policy Examples: Situations such as tardiness, improper dress, and poor performance are examples of a breach in company policy. Problems such as these should not wait until the employee s next review, but should be addressed right away. If not properly handled, the employee s behaviors can start to affect others in the office and disrupt the work flow. Employees should be reminded of the company policy, including guidelines to follow and possible consequences for misconduct. Excessive tardiness or absences Consistent violation of dress code policies Disruptive behavior to other employees Continued unsatisfactory job performance
When Informal Feedback Has Not Worked Informal feedback includes actions such as a helpful reminder, a discussion in passing or even an email or memo. Many managers will try one of these methods (or another) to address a problem with an employee and keep the constructive criticism to a minimum. But when informal methods do not work, and the behavior continues the manager needs to then find a form of formal feedback to speak with the employee. Formal feedback, as the name suggests, usually involves a more planned or structured approach, such as a meeting or review. These actions normally allow more direct contact with the employee and can better address the problem, as well as a solution. Example of formal feedback: Private meetings or discussions Personal follow-up after a particular incident Employee review or appraisal
Immediately After the Occurrence Tips: One of the best times to deliver feedback is immediately after the incident happens. This way, the behavior or problem can be addressed right away. If a problem is ignored and allowed to continue, it can not only affect the employee, but coworkers as well. The longer the behavior goes on or the more time that passes after an incident, the value, and effect of the feedback decreases. Formal or informal feedback can be used, as long as it effectively resolves the problem. Speak with the employee privately. Address the problem don t criticize the employee. Find a solution and how it can be implemented.
Case Study Joseph has been monitoring his employee, Susan, and notices that she has continued to be late to their weekly meetings. He also notices that even though she is late, she does contribute to the meeting and has her materials ready. However, her tardiness usually upsets the other employees and disrupts their reports that they have. Joseph sent Susan an email a few days before the meeting and reminded her that she is supposed to arrive on time and be ready for her coworkers reports. That week Susan was late for the meeting again. Afterwards, Joseph called Susan into his office and spoke with her about the problem. She had excuses, such as car trouble or broken alarms. Joseph reminded Susan where it is against company policy to constantly be tardy and reviewed the policy page with her, including possible consequences for continued behavior. At the following week s meeting, Susan arrived on time.
Sample Module: Review Questions 1. Which of the following is an example of a repeated event or behavior? a) Leaving work early every Friday afternoon b) Forgot to include a memo in the weekly report c) Starting a newsletter for the office d) Cleaning the break room 2. How can a manger be sure if a behavior is being repeated or a one-time occurrence? a) Assume it will happen again b) Monitor the employee to see if the behavior keeps happening c) Ask one of their coworkers if they ve done it before d) Ignore the problem until it happens again 3. What is an example of a breach in company policy? a) Requesting a meeting with a manger b) Using the company ice machine in the break room c) Getting approval for a day off d) Improper dress code 4. What can happen if a breach of policy is not addressed? a) The employee will normally change on their own b) Other employees can be affected by the incident c) Managers can become immune to the problem d) Other employees will begin to ignore them 5. What is an example of formal feedback? a) Reminder email b) Office memo c) Employee evaluation d) Speaking at the water cooler 6. What is a benefit of using formal feedback instead of informal feedback? a) Allows direct contact with employee and ensures understanding b) The manager can say whatever they want c) Allows the manager to address information with having to see the employee d) The employee doesn t have to come to work for it
7. What is a consequence of waiting too long to give feedback? a) The feedback s value and purpose is lessened b) The employee feels ignored c) The manager grows angrier d) The manager forgets what they were going to say 8. Any form of feedback can be used after an incident, as long as what? a) The manager knows what they are going to say b) The type of feedback effectively resolves the problem c) The employee is made to feel badly d) The type of feedback is identified first 9. What event was Susan always late for? a) Monthly employee reviews b) Team reward meetings c) Office parties d) Weekly employee meetings 10. What form of feedback did Joseph try first with Susan? a) Informal b) Constructive c) Formal d) Passive
Instructor Guide Sample On the following pages is a sample module from our Instructor Guide. It provides the instructor with a copy of the material and a Lesson Plans box. Each Instructor Guide and Training Manual mirrors each other in terms of the content. They differ in that the Instructor Guide is customized towards the trainer, and Training Manual is customized for the participant. The key benefit for the trainer is the Lesson Plan box. It provides a standardized set of tools to assist the instructor train that particular lesson. The Lesson Plan box gives an estimated time to complete the lesson, any materials that are needed for the lesson, recommended activities, and additional points to assist in delivering the lessons such as Stories to Share and Delivery Tips.
We cannot build our own future without helping others to build theirs. Bill Clinton Sample Module: When Should Feedback Occur? One aspect of delivering constructive criticism is in knowing the right time and opportunity to deliver it. Some instances can be addressed on the employee s next annual review, while others should be addressed right away. If it is done too soon, it could make the employee doubt their abilities and affect their job performance. If delivered too late, then the employee may ignore it altogether and dismiss any help at all. Identifying key situations can help decide when feedback needs to be done.
Repeated Events or Behavior Estimated Time Topic Objective 10 minutes When to address repeat behaviors and events Repeated Events and Behaviors Topic Summary Materials Required Planning Checklist Recommended Activity Stories to Share Delivery Tips Review Questions Recognize the positive and negative aspects of a repeat behavior/event. Identify how to address and resolve the problem. 01-Handling Repeated Events and Behaviors None Complete the handout individually. Review your answers with the rest of the class. Share any relevant personal stories. Take volunteers of those wanting to share their answers. What is one instance of a repeated event or behavior? other coworkers. An employee that displays repeated negative behaviors or patterns should be addressed in order to either stop or further prevent it in the future. Before addressing the problem, the employee should be monitored to ensure the event or behavior is reoccurring, not a onetime incident. Once it has been identified, the employee should be addressed in private. Privately, a resolution can be found to end the behavior and prevent it from happening further without embarrassing the employee in front of Examples: An employee is constantly tardy to meetings, although they contribute throughout the session. An employee turns in their reports in the incorrect format, but they are always on time. An employee works hard during the day, but takes long breaks and lunches.
Breaches in Company Policy Estimated Time Topic Objective 10 minutes Review company policies and possible breaches Breaches in Company Policy Topic Summary Materials Required Planning Checklist Recommended Activity Stories to Share Delivery Tips Review Questions Review how to identify and evaluate breaches in company policies and how they can be addressed. 02-Breaches in Company Policy None Complete the worksheet individually. Review your ideas with the rest of the class. Share any relevant personal stories. Encourage everyone to participate. When should breaches in company policy be addressed? Situations such as tardiness, improper dress, and poor performance are examples of a breach in company policy. Problems such as these should not wait until the employee s next review, but should be addressed right away. If not properly handled, the employee s behaviors can start to affect others in the office and disrupt the work flow. Employees should be reminded of the company policy, including guidelines to follow and possible consequences for misconduct. Examples: Excessive tardiness or absences Consistent violation of dress code policies Disruptive behavior to other employees Continued unsatisfactory job performance
When Informal Feedback Has Not Worked Estimated Time Topic Objective 10 minutes Identifying when formal feedback is needed When Informal Feedback Has Not Worked Topic Summary Materials Required Planning Checklist Recommended Activity Stories to Share Delivery Tips Review Questions Review problem situations that continue after informal feedback. Identify which forms of formal feedback would be effective. 03-When Informal Feedback isn t Working None Complete the worksheet individually. Review your ideas with the rest of the class. Share any relevant personal stories. Encourage everyone to participate. What is an example of informal feedback? Informal feedback includes actions such as a helpful reminder, a discussion in passing or even an email or memo. Many managers will try one of these methods (or another) to address a problem with an employee and keep the constructive criticism to a minimum. But when informal methods do not work, and the behavior continues the manager needs to then find a form of formal feedback to speak with the employee. Formal feedback, as the name suggests, usually involves a more planned or structured approach, such as a meeting or review. These actions normally allow more direct contact with the employee and can better address the problem, as well as a solution. Example of formal feedback: Private meetings or discussions Personal follow-up after a particular incident Employee review or appraisal
Immediately After the Occurrence Estimated Time Topic Objective Topic Summary Materials Required Planning Checklist Recommended Activity Stories to Share Delivery Tips Review Questions 10 minutes Identifying when to deliver feedback Immediately After the Occurrence Discuss when feedback is needed in certain situations. 04-Recognizing When to Deliver Feedback None Complete the worksheet individually. Share your answers with the rest of the class. Share any relevant personal stories. Encourage everyone to participate. Which form of feedback should be used after an occurrence? One of the best times to deliver feedback is immediately after the incident happens. This way, the behavior or problem can be addressed right away. If a problem is ignored and allowed to continue, it can not only affect the employee, but coworkers as well. The longer the behavior goes on or the more time that passes after an incident, the value, and effect of the feedback decreases. Formal or informal feedback can be used, as long as it effectively resolves the problem. Tips: Speak with the employee privately. Address the problem don t criticize the employee. Find a solution and how it can be implemented.
Case Study Estimated Time Topic Objective Topic Summary Materials Required Recommended Activity Stories to Share Delivery Tips Review Questions 10 minutes Outline the delivering feedback case study Case study Discuss identifying and delivering appropriate feedback in the workplace. None Discuss the results of the case study. Would Susan have listened sooner with formal feedback? Share any relevant personal stories. Encourage everyone to participate. What did Joseph do that convinced Susan to show up on time? Joseph has been monitoring his employee, Susan, and notices that she has continued to be late to their weekly meetings. He also notices that even though she is late, she does contribute to the meeting and has her materials ready. However, her tardiness usually upsets the other employees and disrupts their reports that they have. Joseph sent Susan an email a few days before the meeting and reminded her that she is supposed to arrive on time and be ready for her coworkers reports. That week Susan was late for the meeting again. Afterwards, Joseph called Susan into his office and spoke with her about the problem. She had excuses, such as car trouble or broken alarms. Joseph reminded Susan where it is against company policy to constantly be tardy and reviewed the policy page with her, including possible consequences for continued behavior. At the following week s meeting, Susan arrived on time.
Sample Module: Review Questions 1. Which of the following is an example of a repeated event or behavior? a) Leaving work early every Friday afternoon b) Forgot to include a memo in the weekly report c) Starting a newsletter for the office d) Cleaning the break room Leaving work early on a consistent basis is a form of repeated even or behavior. 2. How can a manger be sure if a behavior is being repeated or a one-time occurrence? a) Assume it will happen again b) Monitor the employee to see if the behavior keeps happening c) Ask one of their coworkers if they ve done it before d) Ignore the problem until it happens again If the manager has doubts about a behavior or action, they should monitor the employee to see if it occurs again. 3. What is an example of a breach in company policy? a) Requesting a meeting with a manger b) Using the company ice machine in the break room c) Getting approval for a day off d) Improper dress code Instances such as improper dress code are considered a breach in company policies because proper dress code is normally lined out and explained in the company s employee policies. Refusal to follow this policy is known a breach in policy. 4. What can happen if a breach of policy is not addressed? a) The employee will normally change on their own b) Other employees can be affected by the incident c) Managers can become immune to the problem d) Other employees will begin to ignore them When an employee refuses to follow company policy, it can not only affect other employees in the office, performance-wise or personally, but it can also set a bad example for them to follow.
5. What is an example of formal feedback? a) Reminder email b) Office memo c) Employee evaluation d) Speaking at the water cooler Formal evaluations are generally planned and/or structured types of feedback, such as private meetings, annual reviews, or evaluations. 6. What is a benefit of using formal feedback instead of informal feedback? a) Allows direct contact with employee and ensures understanding b) The manager can say whatever they want c) Allows the manager to address information with having to see the employee d) The employee doesn t have to come to work for it Formal feedback includes some form of direct contact, usually face to face, and allows both parties to talk and focus on a solution to a problem. It also ensures that the information is received. 7. What is a consequence of waiting too long to give feedback? a) The feedback s value and purpose is lessened b) The employee feels ignored c) The manager grows angrier d) The manager forgets what they were going to say If too much time passes before delivering feedback on a situation, the value of the feedback is lessened since the behavior has continued for so long and the purpose of the feedback has become insignificant. 8. Any form of feedback can be used after an incident, as long as what? a) The manager knows what they are going to say b) The type of feedback effectively resolves the problem c) The employee is made to feel badly d) The type of feedback is identified first A manager can use any form of feedback, such as formal or informal, when addressing a problem with an employee as long as it does effectively resolve the problem.
9. What event was Susan always late for? a) Monthly employee reviews b) Team reward meetings c) Office parties d) Weekly employee meetings Susan consistently showed up to the weekly employee meetings late. 10. What form of feedback did Joseph try first with Susan? a) Informal b) Constructive c) Formal d) Passive Joseph first tried using informal feedback with Susan by sending a reminder email about being on time. When this didn t fix the problem, Joseph used formal feedback, which was having a private discussion.
Activities During the facilitation of a lesson Worksheet or Handout may be utilized to help present the material. If a lesson calls for a Worksheet or Handout it will be listed in the Lesson Plan box under Materials Required. The trainer can then utilize the Activities folder for the corresponding material and then provide it to the participants. They are all on separate Word documents, and are easily edited and customized. Below you will see the Worksheets or Handouts that are utilized during the training of the above lesson. They are located in the Activities folder and can be easily printed and edited for the participants.
Sample Worksheet: Repeated Events and Behaviors Review each scenario individually. Identify the positive aspect of each situation. Then identify the negative behavior or event that should be addressed. Finally, come up with a solution that can be used to stop it. An employee works hard during the day and stays late to finish projects and assignments. However, she is always tardy in the morning when reporting to work. Positive: Negative: Solution: An employee is on several committees and continues to volunteer to work on others. In return, her quality of work has started to drop. Positive: Negative: Solution: Additional Notes:
Sample Worksheet: Breaches in Company Policy For the following situations, review how each one breaches a company s policies and procedures. Then identify how to review these policies with the employee. Problem #1 Unsatisfactory job performance Problem #2 Discriminatory behavior among coworkers Problem #3 Excessive absences and/or tardiness Do more topics need to be included? What additional information would you provide at this stage?
Sample Worksheet: When Informal Feedback Isn t Working Sometimes informal feedback doesn t get the message to the employee. On this worksheet, review the situation and identify the informal feedback that was taken to resolve it. Assuming the informal feedback did not work; decide what actions should be taken next. An employee does not turn in reports on time and does not spell check/edit them. The manager spoke with him at his desk and reminded him to finish work on time and turn in reports after he has reviewed them for errors. However, the behavior continues. Informal feedback given: Possible action: An employee continues to wear tops that are too revealing or inappropriate. Her supervisor sent her an email reminding her it was against company policy to wear these types of clothes to work. The employee continues to wear them to work. Informal feedback given: Possible action:
Sample Worksheet: Recognizing When to Deliver Feedback On this worksheet, review the following situations and determine if feedback should be given immediately after the incident or if it should wait until a later time based on the possible effects of employees and coworkers. Situation 1: An employee turns in a report that has numerous spelling errors. Immediate or Delayed? Why? Situation 2: An employee s job performance stats are lower than normal. The reports are set to review them again in one week. Immediate or Delayed? Why? Situation 3: An employee comes to work wearing flip-flop sandals, which is against company policy. Immediate or Delayed? Why?
Quick Reference Sheets Below is an example of our Quick reference Sheets. They are used to provide the participants with a quick way to reference the material after the course has been completed. They can be customized by the trainer to provide the material deemed the most important. They are a way the participants can look back and reference the material at a later date. They are also very useful as a take-away from the workshop when branded. When a participant leaves with a Quick Reference Sheet it provides a great way to promote future business.
Delivering Constructive Criticism Keep Written Records Example of written records: Exchanged emails/notes/mem os Log of employee behaviors or actions Action plan with improvement ideas and strategies Signed forms signed by the employee (acknowledgement of feedback, actions plan, etc.) The Feedback Sandwich Step to the Feedback Sandwich: Prepare and outline what you want to say or address Identify the positive and make a compliment Present the criticism and facts Add another positive statement and encouragement Follow up with the employee periodically Try to Avoid You Messages When we re angry or upset, our self-defense mode normally wants to find blame somewhere else, or on you. This is especially common when trying to deliver constructive criticism. Phrases such as You were late yesterday or Your poor attitude is affecting everyone can appear unprofessional and make it appear as though you are insulting the employee. Instead, focus on how it makes others feel, such as I felt disappointed when you were late yesterday because we went over some important topics in the meeting or Our customers were very upset when you greeted them in an unfriendly manner. The employee will begin to see that you are trying to portray how their actions affect others instead of feeling as though you are blaming or attacking him. Common You messages to try to avoid: Your job performance has been lagging lately. You ve been late every day for the past week. Your disruptive behavior is starting to affect your coworkers. You ve been slacking off on your duties. Corporate Training Materials www.corporatetrainingmaterials.com
Certificate of Completion Every course comes with a Certificate of Completion where the participants can be recognized for completing the course. It provides a record of their attendance and to be recognized for their participation in the workshop.
CERTIFICATE OF COMPLETION [Name] Has mastered the course Delivering Constructive Criticism Awarded this day of, 20 Presenter Name and Title
PowerPoint Sample Below you will find the PowerPoint sample. The slides are based on and created from the Training Manual. PowerPoint slides are a great tool to use during the facilitation of the material; they help to focus on the important points of information presented during the training.
Full Course Table of Contents Preface...5 What is Courseware?... 5 How Do I Customize My Course?... 5 Materials Required... 7 Maximizing Your Training Power... 7 Module One: Getting Started...9 Housekeeping Items... 9 The Parking Lot... 10 Workshop Objectives... 10 Action Plans and Evaluation Forms... 11 Module Two: When Should Feedback Occur?... 12 Repeated Events or Behavior... 12 Breaches in Company Policy... 13 When Informal Feedback Has Not Worked... 14 Immediately After the Occurrence... 15 Case Study... 16 Module Two: Review Questions... 17 Module Three: Preparing and Planning... 20 Gather Facts on the Issue... 20 Practice Your Tone... 21 Create an Action Plan... 22 Keep Written Records... 23 Case Study... 24 Module Three: Review Questions... 26 Module Four: Choosing a Time and Place... 29
Check the Ego at the Door... 29 Criticize in Private, Praise in Public... 30 It Has to Be Face to Face... 31 Create a Safe Atmosphere... 32 Case Study... 33 Module Four: Review Questions... 35 Module Five: During the Session (I)... 38 The Feedback Sandwich... 38 Monitor Body Language... 39 Check for Understanding... 40 Practice Active Listening... 41 Case Study... 42 Module Five: Review Questions... 44 Module Six: During the Session (II)... 47 Set Goals... 47 Be Collaborative... 48 Ask for a Self-Assessment... 49 Always Keep Emotions in Check... 50 Case Study... 51 Module Six: Review Questions... 53 Module Seven: Setting Goals... 56 SMART Goals... 56 The Three P s... 58 Ask for Their Input... 59 Be as Specific as Possible... 60 Case Study... 61
Module Seven: Review Questions... 62 Module Eight: Diffusing Anger or Negative Emotions... 65 Choose the Correct Words... 65 Stay on Topic... 66 Empathize... 67 Try to Avoid You Messages... 68 Case Study... 69 Module Eight: Review Questions... 71 Module Nine: What Not to Do... 74 Attacking or Blaming... 74 Not Giving Them a Chance to Speak... 75 Talking Down... 76 Becoming Emotional... 77 Case Study... 78 Module Nine: Review Questions... 80 Module Ten: After the Session (I)... 83 Set a Follow-Up Meeting... 83 Make Yourself Available... 84 Be Very Specific with the Instructions... 85 Provide Support and Resources... 86 Case Study... 87 Module Ten: Review Questions... 89 Module Eleven: After the Session (II)... 92 Focus on the Future... 92 Measuring Results... 93 Was the Action Plan Followed?... 94
If Improvement is Not Seen, Then What?... 95 Case Study... 96 Module Eleven: Review Questions... 98 Module Twelve: Wrapping Up... 101 Words from the Wise... 101 Review of Parking Lot... 101 Lessons Learned... 102 Completion of Action Plans and Evaluations... 102