Comments on what is working well. Actions, behaviors and conditions you hope will continue.
-Highly efficient and focused.
-You have an excellent work ethic that helps us achieve our goals. Your motivation and drive just won’t quit – even under stress.
- Your ability to analyze a situation objectively has kept us from making some bad decisions especially with the cornerstone project.
Your suggestions for improvement. Actions, behaviors and conditions that will create positive change.
-More communication and listening on your part when we get close to a deadline.
-Tell us more often when you think we are headed in the wrong direction.
1. Arranges opportunities for team members to cross-train.
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(Employee Training Opportunities)
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3. Encourages team members to attend education and training programs.
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(Employee Training Opportunities) |
2. Plans ahead for the professional development of team members.
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(Employee Training Opportunities) |
Lowest-Rated Items
10. Speaks up when in disagreement with coworkers.
(Resolving Conflict) |
11. Uses consideration and tact when voicing disagreement.
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12. States own needs and wants clearly.
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Recommendations for Development
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10. Speaks up when in disagreement with coworkers.
(Resolving Conflict)
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When teams contain a healthy diversity of people, conflict is natural and unavoidable. Often members will be in conflict with each other. These conflicts can almost always be resolved, and the solutions are typically more beneficial than what people originally demanded or envisioned.
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But coworkers must be willing to voice their disagreement. Some may feel that to express disagreement is to create conflict--they may feel that it's impolite to oppose someone. Others may not want to take a stand. Still others may feel that the conflict will go away in time, if left alone. In order to resolve conflicts, people must first express and clarify points of disagreement. They must state their positions so that the process of conflict resolution can begin.
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What lower ratings may mean:
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The people who gave you feedback may feel that you do not let others know when you disagree with them.
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- They may want conflicts to be brought out into the open to be resolved.
- They may feel insecure when they are not sure where you stand.
- They may not like the way you disagree with them.
- You may not like to be in open disagreement with others.
- Perhaps you feel that conflicts resolve themselves if left alone.
- You may feel that it's not kind to express open disagreement.
- You may not like contending with others over disagreements.
- You may not be sure how to systematically resolve conflict.
- You may tend to keep your opinions to yourself.
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Recommended follow-up development actions:
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• If the comments in your report do not describe in enough detail why you received a relatively low rating, consider asking the people who rated you for more specific examples of your actions.
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- Perhaps the people who work around you expect more of you than you realize. Tell them that you want to let them know when you disagree with them. Ask them what improvements they would like to see in the way you express disagreement.
- Identify someone who doesn't hesitate to speak up when in disagreement. If possible, study how this person expresses disagreement. Consider asking this person to observe you and give you feedback.
- Think of a time when you learned that someone had been in conflict with you for a long time without telling you. How did you feel? What impact did this have on your ability to resolve the conflict?
- The next time you find yourself in opposition to someone else, pay attention to your willingness to state your position. Are you reluctant to tell people what you really want?
- Recognize that it's OK to disagree with your coworkers. Disagreement and conflict are unavoidable--even healthy. No one can expect to always be in agreement. No one can expect to always be right. No one can expect to always know what is best for the team.
- Recognize that it is necessary to voice any disagreement that you have with other people. Differences of opinion need to be heard so that the process of resolution can begin. Otherwise, you will simply keep your disagreement inside--unknown to the team and unresolved.
- Have confidence that all disagreements and conflicts can be resolved. Politics, power struggles and even compromises can be avoided. People can listen to each others' needs. They can creatively explore options that haven't been previously considered. They can identify options that are mutually beneficial.
- You will be more willing to express open disagreement if you have an inoffensive way of doing it. The key is to avoid being demanding, autocratic, absolute or aggressive.
Examples:
-"I have a different approach I'd like you to consider."
-"I have something completely different in mind. Let's call it Plan C."
-"I'd like to throw out another possibility for discussion."
-"Here's what I want. Let's see how much common ground we have."
-"I don't think that approach will meet my needs. Let me explain."
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Cloke, Kenneth, and Joan Goldsmith. Resolving Conflicts at Work, rev. ed. Jossey-Bass, 2005.
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Patterson, Kerry, et al. Crucial Confrontations. McGraw-Hill, 2004. |
Silberman, Mel. PeopleSmart: Developing Your Interpersonal Intelligence. Berrett-Koehler Publishers, 2000. |
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