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Default travis feedback - 12-23-2014, 03:58 PM

travis you are a fucking spastic
np for feedback
  
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Default 12-23-2014, 04:00 PM

gr8 banter


#Rip
  
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Default 12-23-2014, 04:08 PM

nice feedback m9




Quote:
Originally Posted by Immortality View Post
@Gir @Brittany any other server I try to play they make fun of me because they have seen this post
And they dont admit who they are because they are too pussy to do so and you know what would make me feel better? Wiping a warrior and dragon 2h

  
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Default 12-23-2014, 04:09 PM

ty

much appreciated
  
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Default 12-23-2014, 04:09 PM

Giving Constructive Feedback

Performance feedback can be given two ways: through constructive feedback or through praise and criticism. Don't fall into the trap of giving praise and criticism on employee performance.

Constructive feedback is information-specific, issue-focused, and based on observations. It comes in two varieties:
Praise and criticism are both personal judgments about a performance effort or outcome, with praise being a favorable judgment and criticism, an unfavorable judgment.
Information given is general and vague, focused on the person, and based on opinions or feelings.

Be direct when delivering your message. Get to the point and avoid beating around the bush.
Both negative and positive feedback should be given in a straightforward manner.

Avoid "need to" phrases, which send implied messages that something that didn't go well.
For example, "Jane, you need to get your reports turned in on time, and you need to spell check them."
This message is not really performance feedback. It implies that Jane did not do something well with her reports, but it doesn't report exactly what happened. Providing clarity on what occurred is the aim of feedback.

Be sincere and avoid giving mixed messages. Sincerity says that you mean what you say with care and respect.
Mixed messages are referred to as "yes, but" messages.
For example, "John, you have worked hard on this project, but. . . ."
What follows is something the person is not doing well and is the real point of the message.
The word "but," along with its cousins "however" and "although," when said in the middle of a thought, create contradictions or mixed messages.
In essence, putting "but" in the middle tells the other person, "Don't believe a thing I said before."

In positive feedback situations, express appreciation. Appreciation alone is praise.
Yet when you add it to the specifics of constructive feedback, your message carries an extra oomph of sincerity.
For example: "Sue, your handling of all the processing work while John did the callbacks made for an efficient effort and showed good teamwork.
Everything you did was accurate, as well.
Thanks so much for helping out. Such initiative is a real value to the team."

In negative feedback situations, express concern. A tone of concern communicates a sense of importance and care and provides the appropriate level of sincerity to the message.
Tones such as anger, frustration, disappointment, and the ever-popular sarcasm tend to color the language of the message and turn attempts at negative feedback into criticism. The content of the message gets lost in the noise and harshness.
The purpose of negative feedback is to create awareness that can lead to correction or improvement in performance.
If you can't give negative feedback in a helpful manner, in the language and tone of concern, you defeat its purpose.

Give the feedback person-to-person, not through messengers of technology.
The nature of constructive feedback is verbal and informal. That can be done only by talking live to the employee, either face-to-face or by phone when you physically can't be together.

State observations, not interpretations. Observations are what you see occur; interpretations are your analysis or opinion of what you see occur.
Tell what you've noticed, not what you think of it, and report the behavior you notice at a concrete level, instead of as a characterization of the behavior.
Observations have a far more factual and nonjudgmental aspect than do interpretations.


  
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Default 12-23-2014, 04:14 PM

Quote:
Originally Posted by Robin View Post
Giving Constructive Feedback

Performance feedback can be given two ways: through constructive feedback or through praise and criticism. Don't fall into the trap of giving praise and criticism on employee performance.

Constructive feedback is information-specific, issue-focused, and based on observations. It comes in two varieties:
Praise and criticism are both personal judgments about a performance effort or outcome, with praise being a favorable judgment and criticism, an unfavorable judgment.
Information given is general and vague, focused on the person, and based on opinions or feelings.

Be direct when delivering your message. Get to the point and avoid beating around the bush.
Both negative and positive feedback should be given in a straightforward manner.

Avoid "need to" phrases, which send implied messages that something that didn't go well.
For example, "Jane, you need to get your reports turned in on time, and you need to spell check them."
This message is not really performance feedback. It implies that Jane did not do something well with her reports, but it doesn't report exactly what happened. Providing clarity on what occurred is the aim of feedback.

Be sincere and avoid giving mixed messages. Sincerity says that you mean what you say with care and respect.
Mixed messages are referred to as "yes, but" messages.
For example, "John, you have worked hard on this project, but. . . ."
What follows is something the person is not doing well and is the real point of the message.
The word "but," along with its cousins "however" and "although," when said in the middle of a thought, create contradictions or mixed messages.
In essence, putting "but" in the middle tells the other person, "Don't believe a thing I said before."

In positive feedback situations, express appreciation. Appreciation alone is praise.
Yet when you add it to the specifics of constructive feedback, your message carries an extra oomph of sincerity.
For example: "Sue, your handling of all the processing work while John did the callbacks made for an efficient effort and showed good teamwork.
Everything you did was accurate, as well.
Thanks so much for helping out. Such initiative is a real value to the team."

In negative feedback situations, express concern. A tone of concern communicates a sense of importance and care and provides the appropriate level of sincerity to the message.
Tones such as anger, frustration, disappointment, and the ever-popular sarcasm tend to color the language of the message and turn attempts at negative feedback into criticism. The content of the message gets lost in the noise and harshness.
The purpose of negative feedback is to create awareness that can lead to correction or improvement in performance.
If you can't give negative feedback in a helpful manner, in the language and tone of concern, you defeat its purpose.

Give the feedback person-to-person, not through messengers of technology.
The nature of constructive feedback is verbal and informal. That can be done only by talking live to the employee, either face-to-face or by phone when you physically can't be together.

State observations, not interpretations. Observations are what you see occur; interpretations are your analysis or opinion of what you see occur.
Tell what you've noticed, not what you think of it, and report the behavior you notice at a concrete level, instead of as a characterization of the behavior.
Observations have a far more factual and nonjudgmental aspect than do interpretations.
wow robin thanks for the help bro
i can see why ur helper now!
  
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Default 12-23-2014, 04:19 PM

Quote:
Originally Posted by Nick View Post


wow robin thanks for the help bro
i can see why ur helper now!
yes no problem nick man i am always glad to help a friend!

nice feedback


  
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Default 12-23-2014, 04:22 PM

Quote:
Originally Posted by Nick View Post


wow robin thanks for the help bro
i can see why ur helper now!
who?

Gir you make more mistakes than Sam atm.

But like Tiff we take u bak cuz we're spastics 2



Last edited by Kayu10; 12-23-2014 at 04:25 PM.
  
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Default 12-23-2014, 04:40 PM

Eh.

The old staff were doing a shit job as well.

Not saying he made a good decision, cause it wasn't, but there really isn't anything to choose from.


MAKE SILAB GREAT AGAIN
  
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Default 12-23-2014, 04:49 PM

Quote:
Originally Posted by Brady View Post
Eh.

The old staff were doing a shit job as well.

Not saying he made a good decision, cause it wasn't, but there really isn't anything to choose from.
u should be the next community owner or something


#Rip
  
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