On April 18, Fox School of Business faculty members Becca Zinn and Cliff Tironi facilitated a session on ways to have productive, growth-focused conversations with business professionals participating in a mentorship program hosted by The Chamber of Commerce for Greater Philadelphia. The event was the third and final session led by Fox School faculty as part of the program, “Pay it Forward: Mentoring our Future Leaders,” designed to help young professionals grow and develop through mentorship.
4. MENTOR/MENTEE REPORT OUT
Project-Based Learning
• Emily Bittenbender
Founder and Managing Partner
Bittenbender Construction
• Christina Wong
Vice President
ESM Productions
5. LEARNING OBJECTIVE
Productive Conversations
• Cliff Tironi
Manager of Performance Analytics
Fox School of Business, Temple University
• Becca Zinn
Assistant Professor of Marketing
Fox School of Business, Temple University
6. Fox ManagementConsulting | Temple University
“Identify 2 priorities for cultivating young professional
leadership within an organization.”
6
Provide project-based leadership opportunities with
supportive coaching & mentoring.
Define a path for career progression, including
expectations & milestones.
Facilitate honest conversation, feedback, and
dialogue.
Support & encourage opportunities for professional
development, civic engagement, and philanthropic
participation.
7. Fox ManagementConsulting | Temple University
“Identify 2 priorities for cultivating young professional
leadership within an organization.”
7
Provide project-based leadership opportunities with
supportive coaching & mentoring.
Define a path for career progression, including
expectations & milestones.
Facilitate honest conversation, feedback, and
dialogue.
Support & encourage opportunities for professional
development, civic engagement, and philanthropic
participation.
8. Fox ManagementConsulting | Temple University
The survey highlighted why you believe honest
conversations are beneficial.
8
If there is not a discussed plan [for career progression] in
place, it creates frustration.
Failing, and not knowing why,
leads you to fail again.
Transparency & dialogue about someone’s future with the
organization can encourage patience with the growth process.
Feedback helps people grow &
become more effective
9. Fox ManagementConsulting | Temple University 9
Research on informal feedback echoes these benefits.
Helps professionals identify effective and ineffective behaviors and how others perceive them within an organization.
Positive impact on the degree to which professionals are able to learn from experience.
Promotes transfer of institutional knowledge and increases learning within the organization.
Sparr, J. L., Knipfer, K. and Willems, F. (2017), How Leaders Can Get the Most Out of Formal Training: The Significance of Feedback-Seeking and Reflection as Informal Learning Behaviors.
Human Resource Development Quarterly, 28: 29–54. doi:10.1002/hrdq.21263
10. Fox Management Consulting | Temple University
Feedback not worth the time.
(SHRM, Miller)
Ineffective and unnecessary.
(Forbes, Quast)
92%
Not Valuable
98%
Ineffective
Quast, Lisa. “How to Make Performance Reviews Relevant.” Forbes. 21 Jan. 2013. Web. 19 Jan. 2015.
Miller, Stephen. “Prediction: Redesign of Performance Management.” Society for Human Resource Management (SHRM). 20 Jan. 2015. Web. 21 Jan. 2015.
Frustrations
Performance Management
systems
11. Fox Management Consulting | Temple University
Annual Performance
Reviews are Dead
Big Data:
Human Capital
Analytics
Young
Professionals
Seek Real-Time
Feedback
3
mega
trends
12. Fox Management Consulting | Temple University
GIVING RECEIVING SEEKING
Stay focused
on coaching
your team.
There are 3 pillars to effective informal feedback &
development conversations in the workplace.
13. Fox Management Consulting | Temple University 13
The Fox School of Business develops a culture and
supporting systems to encourage constructive feedback
for our MBA students.
14. Fox ManagementConsulting | Temple University
Today’s Table Discussion: Discuss how to facilitate productive feedback conversations in your workplace.
14
GIVING
What are characteristics of feedback that is constructive & contributes to
development?
How do you exact a balance between vaguely positive and overly critical?
Are there moments in which it’s best to give feedback?
RECEIVING
What are constructive methods for receiving feedback?
How do you evaluate feedback to extract what’s helpful and ignore what’s
not?
What do managers expect of team members when they receive feedback?
How can professionals integrate action into the feedback process? How do you
follow-up on feedback to ensure it leads to productive growth/change?
SEEKING
How can you frame feedback-seeking questions, so that they generate
substantive comment?
Are there particular moments in which people should ask for feedback?
15. CLOSING REMARKS
• Sean Hand
Associate Director – Market Development
KPMG LLP
Vice-Chair, Young Professionals Council
16. CONCLUDING GATHERING
Success in the City
• Success in the City
Monday, May 15, 2017
5:30 – 8:00 p.m.
World Café Live
3025 Walnut Street
Philadelphia, PA 19104
Notes de l'éditeur
At the start of the program, Patty circulated a survey to ask your opinion on the best ways to invest in young professionals with your organization.
Project-based leadership opportunities emerged as #1. And in a few moments, we’ll hear from some mentor/mentee pairs who are working on a project together. We’ll ask them to discuss how feedback conversations – both encouragements on what’s going well and constructive advice on how to improve – have impacted the project’s progress.
After that, we’ll focus today’s discussion on how to have productive, growth-focused conversations.
