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Working on a team requires great communication—giving clear directions, aligning on expectations, and offering (and receiving) feedback that helps people grow. In this article, we share a simple framework for giving more and better feedback: CSAW.
The 2×2 system helps managers and staff members regularly reflect, share feedback, and discuss how the work is going.
When we respond well to feedback, we strengthen relationships and trust, increase the likelihood that we’ll keep getting it, and contribute to a culture of growth, candor, and rigor within our teams. Here’s our best advice for receiving feedback, focused on the parts that you have control over.
Get better at giving feedback—and help your staff get better, too—with these five tips.
Without rigor and care, performance evaluations can create confusion, lead to inequitable outcomes, and lower staff morale. Here are four tips for mitigating bias when evaluating performance.
Working on a team requires great communication—giving clear directions, aligning on expectations, and offering (and receiving) feedback that helps people grow. In this article, we share a simple framework for giving more and better feedback: CSAW.
Nervous about giving feedback? This worksheet will help you think about what you want to say and how to say it with CSAW (Connect, Share, Ask, Wrap up).
The 2×2 system helps managers and staff members regularly reflect, share feedback, and discuss how the work is going.
When we respond well to feedback, we strengthen relationships and trust, increase the likelihood that we’ll keep getting it, and contribute to a culture of growth, candor, and rigor within our teams. Here’s our best advice for receiving feedback, focused on the parts that you have control over.
Receiving feedback about power, difference, and inequity can be challenging. Learn how you can make it easier for staff to share feedback with you, and resolve issues sooner.
A case study that illustrates the steps outlined in Part 2 of our series on receiving feedback: Listen, Engage, Learn.
This sample agenda helps you plan “stay conversations” with the staff you want to retain.
Praise isn’t just a nice-to-have! Here are some tips for using our CSAW framework to give high-quality positive feedback.
Have you ever needed to push a staff member or a team for more but didn’t know how? When we say push, we don’t mean shoving someone into the deep end without a life raft; we mean setting a high bar and being honest when something needs improvement. Here’s some language you can use.
This toolkit includes a step-by-step guide for building a “competency model” with equity in mind, and two examples to help get you started.
Use a career pathways tool to make decisions about promotions, retention, and hiring.
Giving effective feedback requires practice. This small group activity can help managers practice different types of feedback in preparation for performance evaluations.
The more self-awareness and authentic consideration of others we cultivate, the better equipped we are to build and get better results, especially during moments of conflict, tension, and frustration. One key way to do this is through perspective-taking.
Tap into the collective power of your managers with effective managers’ meetings! Here are 5 tips for running them effectively.
Hesitant about giving feedback to staff or coworkers? We address common misconceptions so you can build a feedback culture and strengthen relationships in the process.
This is a sample email that the head of HR, Chief of Staff, or ED/CEO can send to all staff to announce (or even re-introduce) a performance evaluation process.
Done well, performance evaluations are a chance to step back, summarize feedback, and reflect on a staff member’s work and trajectory at your organization. Here’s our eight-step guide for performance evaluations.
At least once a year, managers and staff members should meet one-on-one to reflect on the manager/staff relationship, realign on expectations, and discuss overall performance. This template is intended for use by both managers to assess staff, and for staff members to self-evaluate and share feedback with their manager.
Getting input from others can help you get a full picture of your staff member’s performance. Here are tips for how to gather and use input in performance evaluations.
Seeking other perspectives is a great way to get a full picture of your staff members’ contributions and impact. This sample email makes reaching out to people easy—and your intentions clear.
Things were not okay in 2020 and the jury’s still out on 2021. Many of you are weighing myriad complexities and will need to use your best judgment as you consider performance on a case-by-case basis. While we can’t offer a comprehensive guide, here are some tips for your 2020 evaluations.
Struggling with the exact language to use when giving feedback for your 2020 performance evaluations? Check out our samples.
Have questions about performance evaluations? We’ve got answers.
Here’s a sample of what a completed performance evaluation might look like for a high performer, which includes developmental feedback to make a great employee even better.
We know it can help to see samples of this sort of thing, so here’s a sample evaluation of a struggling employee.
Retention is a key part of staff development that managers often overlook. Here are five things you can do to boost retention.
Read this article for advice on what to do when a staff member responds to feedback with defensiveness.
As with other employee evaluations, ED evaluations should focus on both what the ED has accomplished (results) as well as how the director, CEO, principal, or co-director operates (values and approach). Use our Executive Director Performance Evaluation Form Template to conduct a balanced, rigorous evaluation of your director’s performance on both fronts.
Here is a list of some of the most common choice points, or key decision-making opportunities, managers face that may have equity and inclusion impacts.
Trabajar en un equipo requiere una gran comunicación: dar instrucciones claras, alinear las expectativas y ofrecer (y recibir) comentarios que ayuden a las personas a crecer. En este artículo, compartimos un marco simple para dar más y mejor retroalimentación: CSAW (Conectar, Compartir, Preguntar, Concluir).
¿Nervioso de dar retroalimentación? Esta hoja de trabajo le ayudará a pensar en lo que quiere decir y en cómo decirlo con CSAW (Conectar, Compartir, Preguntar, Concluir).
El sistema 2×2 ayuda a los gerentes y a los miembros del personal a reflexionar con regularidad, a compartir comentarios y a discutir cómo va el trabajo.
Al menos una vez al año, los directores y los miembros del personal deben reunirse uno a uno para reflexionar sobre la relación entre el gerente y el personal, reajustar las expectativas y discutir el rendimiento general. Esta plantilla está pensada para que tanto los gerentes evalúen al personal como los miembros del personal se autoevalúen y compartan retroalimentaciones con su director.
Make staff development and retention central to your work. Learn to cultivate staff strengths, inspire accountability, and address performance problems.
Learn how to give quality feedback that strengthens relationships and leads to better results. We give you tools and time to practice.