Source:http://blog.kairospl.com/
February 18, 2010
People become defensive whenever feedback is given. This is because it is not given in the right way. David Lee provides some guidelines for giving feedback below:
So many managers tell me that providing constructive feedback—or at least feedback they hope will be perceived as constructive—is one of their biggest challenges. All too often they avoid giving it, because they know it’s going to be awkward and could possibly make matters worse.
The effects of ineffective feedback
When a manager attempts to give constructive feedback, but does it ineffectively, the employee may:
Feel misunderstood—and therefore hurt and resentful
Feel put down and disrespected
Believe that all the good things he does aren’t noticed or appreciated
Conclude the boss doesn’t know what he’s talking about
Not understand exactly what is expected of him and so may continue to make the same mistakes
Lose his motivation and become less likely to go the extra mile when necessary
How to avoid giving ineffective feedback
The ability to give truly valuable feedback depends not only upon knowing what to do but also what NOT to do.
DO NOT:
1. Sugarcoat negative feedback. When you’re overly concerned about triggering a negative response, it’s natural to try to sugarcoat negative feedback. The result? The employee doesn’t really understand what you’re trying to say or the seriousness of the situation.
2. Back down if the employee becomes upset. While taking a time-out might be the best response when a person truly becomes unglued, revising your assessment downward or deciding “it’s not worth it” are never appropriate responses.
3. Avoid the conversation until you’ve “had it up to here.” When you wait until you are in a frustrated, take-no-prisoners state, not much good is going to come out of the conversation. The employee will likely feel attacked and will become defensive.
4. Use an overly formal or forceful opening. Managers often do this as a way to let the person know they mean business and/or to reduce the odds that the employee will “fight back.” While a formal, all-business demeanor is appropriate for very serious matters, it’s not necessary in many situations. Most people appreciate a more low-key approach that communicates, “We’re two adults here” instead of a “You are about to be scolded by the principal” tone that tends to trigger defensiveness.
5. “Control the airwaves.” Some managers present a monologue instead of encouraging a dialogue, believing this approach will prevent the employee from disagreeing or making excuses. In reality, the manager will trigger resentment and resistance in the employee.
6. State what you’re unhappy about without offering a clear picture of what you want. This approach doesn’t let the employee know what he needs to do to succeed, which leaves him feeling impotent.
7. Present an action plan without first getting agreement about the problem. A plan is meaningless unless the person understands what the issue is, what needs to be changed and why.
8. Give positive feedback without specifics. (e.g. “You’re awesome!”; “You do such a great job!”). This is especially counterproductive for people with personality styles that value data, precision, and detail. These people also tend to dislike flamboyant or emotional language. When they hear undefined and unspecified praise, they question the praise giver’s sincerity and knowledge about what they’re praising.
9. Mistake valid reasons for excuses. Some bosses are so worried about being taken advantage of that they’re unable to recognize valid reasons and extenuating circumstances. To them, everything other than a “You’re right, boss” agreement seems like an excuse. When employees feel that their legitimate points are seen as excuses, they shut out the accuser and become resentful.
10. Wait for annual performance review time to give feedback. This is a great way to spark confused “What are you talking about?” resentment-packed conversations. To be effective, feedback must be ongoing, addressing problems as they arise.
11. Use vague judgments without specific examples. Concepts like “more of a team player,” “more service oriented,” and “more professional” mean nothing. Labels without examples leave people feeling helpless about making changes because they don’t know what specifically you’re unhappy about or what you want.
12. Deliver a long preamble before giving the negative feedback. This just builds suspense for what they know is coming: the negative feedback. (“I really appreciate what a team player you are and I really love your attention to detail and I think you’re doing a great job with …. BUT…”).
13. Use blunt, provocative, or shaming language to make a point. There is no reason to resort to language like: “I would think that would be a no-brainer…”; “That train has left the station, so let’s move on, huh?” and so forth.
14. Pretend to agree and then disagree. “I can see why you feel that way, but…” There’s a difference between honestly acknowledging the other person’s viewpoint and just pretending to agree as a way to soften them up for your opposing point of view. You can acknowledge that you understand their perspective even if you don’t agree with it.
15. Wing it. Few things spark resentment or diminished respect for the critic than the feeling that one is being judged before the critic has thought through the possible angles and has gotten all the facts.
16. Tell someone what’s going on inside his head. You’re a manager, not a psychiatrist. If you have a good relationship with the employee, it’s fine to ask her if your guess about what’s going on is accurate; just don’t imply you know what’s going on inside her head—that’s presumptuous.
17. Use a “one size fits all” approach to praise. Our natural tendency is to praise people the way we like to be praised, but that only works for people who are like us. What works for some personality types doesn’t work for others.
18. Give feedback only when there is a problem. Gallup’s research reveals that 65% of employees say they did not receive any recognition in the previous year. Since positive feedback is a huge motivator, neglecting to give it is a huge mistake. If the only time you give feedback is to say something negative, your employees will automatically respond defensively the moment you try to give them feedback—not the ideal condition for a constructive conversation.
19. Use sarcasm to makec a point. Some humor—used judiciously—can lighten the tone and help diminish the sense of power differential that causes so much awkwardness when a boss gives a subordinate corrective feedback. That’s very different from using sarcasm or “just joking” comments to make a point, that is, “Oh, are you on the 8:23 a.m. to 4 p.m. shift now?”
Now…how about some constructive feedback for you?
If you’re serious about improving your feedback skills, give this article to your team members. Ask them to check off any “Don’ts” that you’ve made regarding providing feedback. It could be an eye opener.
By following up and asking for feedback about your performance, you:
Get a reality check
Show your employees you really do care about them
Let your employees know that what their input is important to you
Show you’re humble enough to hear feedback
Increase the odds that people will accept your feedback
Create a more engaged and motivated team
OK, now go get and give that feedback!
Friday, March 19, 2010
Friday, February 19, 2010
Monday, February 8, 2010
Happy New Year !!
Hi All,
Wishing you a Happy & Prosperous New Year !!!
(photo from simplychic.com.my)
Wishing you a Happy & Prosperous New Year !!!
(photo from simplychic.com.my)
Thursday, January 7, 2010
World stainless steel output up 12,5% in Q3
STEEL
By: Esmarie Swanepoel
6th January 2010
World stainless steel production started to show a recovery in the third quarter of 2009, with most regions increasing their output in the three-month period, the International Stainless Steel Forum (ISSF) reported.
Third quarter stainless steel output increased by 12,5% to 7,06-million tons, when compared with the same period of 2008.
However, production volumes for the first nine months of 2009 reflected the volatile economic conditions of the year, with output decreasing by 15%. According to preliminary figures released by the ISSF this week, global stainless steel production fell to 17,9-million tons in the nine-month period, compared with 21,07-million tons a year earlier.
In 2007, global stainless steel output was 27,8-million tons, which decreased by 1,9-million tons in 2008 to 25,9-million tons.
Excluding China, stainless steel production in Asia was five-million tons in the first nine months of 2009, which was a year-on-year decline of 23%, owing to lower output in India and Japan, while production remained flat in Korea and Taiwan.
Stainless production in China was 6,6-million tons in the first nine months of 2009, an increase of 19,1% on the same period of 2008. The ISSF reported that China accounted for almost 37% of the world’s stainless production. At the end of the third quarter of 2008, China’s market share was 26%.
The Western Europe/Africa region produced 4,6-million tons of stainless during the first nine months of 2009, a decrease of 31,5%. Production also declined in the Americas region to 1,5-million tons, a 22,9% drop on the same period of 2008.
The volume of stainless produced in the Central and Eastern Europe region dropped by 38,23% to 0,2-million tons for the period.
The ISSF reported that more austenitic stainless were produced in the period, while production of ferritic stainless had declined because of a global drop in automobile manufacturing, which accounted for a large volume of chromium stainless.
The market share of chromium-manganese stainless steels has decreased over the course of 2009 owing to the recovery of stainless steel production outside China.
Edited by: Mariaan Webb
By: Esmarie Swanepoel
6th January 2010
World stainless steel production started to show a recovery in the third quarter of 2009, with most regions increasing their output in the three-month period, the International Stainless Steel Forum (ISSF) reported.
Third quarter stainless steel output increased by 12,5% to 7,06-million tons, when compared with the same period of 2008.
However, production volumes for the first nine months of 2009 reflected the volatile economic conditions of the year, with output decreasing by 15%. According to preliminary figures released by the ISSF this week, global stainless steel production fell to 17,9-million tons in the nine-month period, compared with 21,07-million tons a year earlier.
In 2007, global stainless steel output was 27,8-million tons, which decreased by 1,9-million tons in 2008 to 25,9-million tons.
Excluding China, stainless steel production in Asia was five-million tons in the first nine months of 2009, which was a year-on-year decline of 23%, owing to lower output in India and Japan, while production remained flat in Korea and Taiwan.
Stainless production in China was 6,6-million tons in the first nine months of 2009, an increase of 19,1% on the same period of 2008. The ISSF reported that China accounted for almost 37% of the world’s stainless production. At the end of the third quarter of 2008, China’s market share was 26%.
The Western Europe/Africa region produced 4,6-million tons of stainless during the first nine months of 2009, a decrease of 31,5%. Production also declined in the Americas region to 1,5-million tons, a 22,9% drop on the same period of 2008.
The volume of stainless produced in the Central and Eastern Europe region dropped by 38,23% to 0,2-million tons for the period.
The ISSF reported that more austenitic stainless were produced in the period, while production of ferritic stainless had declined because of a global drop in automobile manufacturing, which accounted for a large volume of chromium stainless.
The market share of chromium-manganese stainless steels has decreased over the course of 2009 owing to the recovery of stainless steel production outside China.
Edited by: Mariaan Webb
Monday, January 4, 2010
~ Pizza Lunch ~
Hi All, still remember last Thursday (31st Dec 2009)? Our big Boss (thanks mr.teo)treat us Pizza Hut for our lunch that day.. how fun look each other eating Pizza.. this lunch is to celebrate our team that involve in one of our project..that already succeed to pass the QA test form customer..
Here some message from Mr.Teo:
Dear all,
I would like to take this opportunity to say thank you to all of you. Thank for your support for the pass few years. Hopefully we will have more and more successful product launch to the market in near future.
In order to celebrate this achievement and the coming of year 2010, I would like to buy all of you a Pizza Lunch on 31 Dec. Hope that we can have more celebration and gathering in Year 2010.
Wish you and your family a Happy, Healthy and successful Year 2010.
Best regards
Teo
Here some message from Mr.Teo:
Dear all,
I would like to take this opportunity to say thank you to all of you. Thank for your support for the pass few years. Hopefully we will have more and more successful product launch to the market in near future.
In order to celebrate this achievement and the coming of year 2010, I would like to buy all of you a Pizza Lunch on 31 Dec. Hope that we can have more celebration and gathering in Year 2010.
Wish you and your family a Happy, Healthy and successful Year 2010.
Best regards
Teo
Tuesday, December 8, 2009
Slow Growth for Consumer Injection Molding
Market Outlook
Slow Growth for Consumer Injection Molding
By Bart Thedinger, Mastio & Company
Mastio & Company’s most recent Injection Molding Markets Study forecasts slow growth in the next two years for injection molded appliances, furniture, housewares, and consumer electronics/telecommunications. Collectively, these market segments consumed 1.87 billion lb of injection molding resin in 2007. They are expected to reach 2.04 billion lb by 2010, representing an average annual growth rate (AAGR) of 2.9%. (Mastio’s forecast for other molded consumer products appeared in November. See Learn More box.)
Not only is growth slow, but profit margins are slim in this uncertain economy. Cost hikes for raw materials, energy, transportation/shipping, and labor are all squeezing profits. Imports, government policies, and consolidation in the retail sector have also kept profits low over the past few years. In particular, manufacturers have had a tough time passing on the rising costs of raw materials, and most have had to absorb as much of the cost as they can.
The health of these consumer molding markets is determined primarily by consumer confidence and the housing market. Although housing is in a slump, the 11.4 million homes that were built in the 1970s now require improvements, repairs, and updating. Remodeling should encourage the need for new housewares, furniture, appliances, etc.
SPEED TO MARKET
Resin consumption for injection molded housewares is expected to see only 2.7% AAGR through 2010. Plastic housewares are typically smaller, inexpensive, high-volume, low-margin products and thus are facing heavy pressure from imports. However, foreign housewares suppliers are at a disadvantage when it comes to identifying emerging trends in North American consumer demand. Domestic consumers expect an array of colors, styles, and textures, as well as improvements in durability and functionality. Foreign suppliers are much slower to the market with new products, giving domestic producers an advantage.
FURNITURE ON TOP
The furniture market is expected to experience the highest growth with an AAGR of 4.2%. This growth is attributable to a trend toward home remodeling and the increasing popularity of home offices. Lower labor costs and price cutting have made it difficult for furniture producers in the U.S. and Canada to compete with the Far East. However, furniture manufacturers claim that imports don’t affect large injection molded furniture items because of high shipping costs. One processor admitted to “China-proofing” its furniture products by making them bulky and hard to stack, implementing frequent color changes, and adding material-saving technology such as gas-assisted molding.
APPLIANCES & ELECTRONICS
Growth opportunities in appliances follow new residential housing construction, which stagnated in 2007 and 2008. Thus, the appliance market anticipates only a 2.5% AAGR through 2010.
A sluggish AAGR of 2.9% is also expected for consumer electronics and telecommunications. New technologies and product innovations are the name of the game when it comes to keeping demand afloat. Examples include advances in cell phones, thin, large-screen plasma or LCD televisions, and computer monitors that can receive digital, high-definition (HDTV) formats.
About the Author
Bart Thedinger is managing partner of Mastio & Company in St. Joseph, Mo., a consulting firm specializing in industrial-consumer opinion research and market trends in the plastics industry. For more information, call (816) 364-6200 or visit www.mastiogale.com
Slow Growth for Consumer Injection Molding
By Bart Thedinger, Mastio & Company
Mastio & Company’s most recent Injection Molding Markets Study forecasts slow growth in the next two years for injection molded appliances, furniture, housewares, and consumer electronics/telecommunications. Collectively, these market segments consumed 1.87 billion lb of injection molding resin in 2007. They are expected to reach 2.04 billion lb by 2010, representing an average annual growth rate (AAGR) of 2.9%. (Mastio’s forecast for other molded consumer products appeared in November. See Learn More box.)
Not only is growth slow, but profit margins are slim in this uncertain economy. Cost hikes for raw materials, energy, transportation/shipping, and labor are all squeezing profits. Imports, government policies, and consolidation in the retail sector have also kept profits low over the past few years. In particular, manufacturers have had a tough time passing on the rising costs of raw materials, and most have had to absorb as much of the cost as they can.
The health of these consumer molding markets is determined primarily by consumer confidence and the housing market. Although housing is in a slump, the 11.4 million homes that were built in the 1970s now require improvements, repairs, and updating. Remodeling should encourage the need for new housewares, furniture, appliances, etc.
SPEED TO MARKET
Resin consumption for injection molded housewares is expected to see only 2.7% AAGR through 2010. Plastic housewares are typically smaller, inexpensive, high-volume, low-margin products and thus are facing heavy pressure from imports. However, foreign housewares suppliers are at a disadvantage when it comes to identifying emerging trends in North American consumer demand. Domestic consumers expect an array of colors, styles, and textures, as well as improvements in durability and functionality. Foreign suppliers are much slower to the market with new products, giving domestic producers an advantage.
FURNITURE ON TOP
The furniture market is expected to experience the highest growth with an AAGR of 4.2%. This growth is attributable to a trend toward home remodeling and the increasing popularity of home offices. Lower labor costs and price cutting have made it difficult for furniture producers in the U.S. and Canada to compete with the Far East. However, furniture manufacturers claim that imports don’t affect large injection molded furniture items because of high shipping costs. One processor admitted to “China-proofing” its furniture products by making them bulky and hard to stack, implementing frequent color changes, and adding material-saving technology such as gas-assisted molding.
APPLIANCES & ELECTRONICS
Growth opportunities in appliances follow new residential housing construction, which stagnated in 2007 and 2008. Thus, the appliance market anticipates only a 2.5% AAGR through 2010.
A sluggish AAGR of 2.9% is also expected for consumer electronics and telecommunications. New technologies and product innovations are the name of the game when it comes to keeping demand afloat. Examples include advances in cell phones, thin, large-screen plasma or LCD televisions, and computer monitors that can receive digital, high-definition (HDTV) formats.
About the Author
Bart Thedinger is managing partner of Mastio & Company in St. Joseph, Mo., a consulting firm specializing in industrial-consumer opinion research and market trends in the plastics industry. For more information, call (816) 364-6200 or visit www.mastiogale.com
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