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Actual for You - How To Give And Receive Feedback
Hezbollah terrorists are not just destroying homes and towns in Israel. Their actions are also having an effect on the global freight industry. As fighting continues in Lebanon the damage caused to Beirut airport has prevented any commercial flights to or from the country.A number of leading freight services (including companies from the UK) have suspended the transport of cargo to and from Beirut airport. Many freight forwarding companies are still transporting goods to Damascus. However if Syria enters the fray in support of Hezbollah with whom it has close links, commercial transportation to that country might also be affected.One of the key reasons for the cessation of flights to Beirut is the fact that the city’s runway has been damaged. However, if the violence escalates the issue of safety may also prevent the transport of freight to and from the country.Indeed, only last week two truck drivers were killed at the Beirut Container Terminal where they were waiting to collect cargo to transport out of the country.Although air freight to Lebanon is affected, since the port is still open, transportation to the country has not stopped entirely. This is good news for humanitarian relief organisations keen to send aid supplies to the country.Much of the freight needing to be transported to Beirut i
Tell me?
Avoid closed questions when you are trying to get more information from someone.
Avoid words like:
Do you?
Did you?
Have you?
Also be careful when you use the word "Why". The person may think that you are blaming them or being critical if you use it. They may think that you disagree with them if you use this word.
Reflecting Back
This is about putting what the other person has said into your own words and reflecting it back.
This is called paraphrasing and by doing this it shows that you are listening and more importantly that you are listening and understanding!
For example:
Individual - "I always seem to get the rough end of the stick - no-one listens to me at all.."
You - "You seem concerned that no-one listens to you and that you seem to be getting a dumb deal"
Maintaining Silence
Encourage the person to take their time.
Always give the other person time to think through their reply to a challenging answer.
Do not feel uncomfortable about silences but do be wary that silence can make people feel very uncomfortable.
Maintain eye contact and demonstrate an interest.
Summarising
Summarise the output of the meeting and action plan to ensure that you have heard correctly and understood from his/her perspective.
Restate the key aspects of the feedback discussion
Conclude the discussion and focus on planning for the future.
Example: "The three major issues you raised were..." " To summarise then...."
Being Sensitive
Acting sensitive
Delaware has been a preferred destination for incorporating, as there is no corporate tax in Delaware and the state has a friendly corporate law structure. Incorporation procedure is made very easy but you may hire a lawyer to make sure that you do it as per the norms.Steps for Forming a Corporation in Delaware: - It is necessary to decide on the kind of entity such as C, S, Professional, or Closed corporation and take the right course of action.- Registering a name unique and one that is not a copy is the next step. The name may be reserved for a nominal fee and trademark protection can be got to ensure additional protection. The name has to comply with the applicable laws as well as end in the following words or their abbreviations “Incorporated,” “Corporation,” “Limited,” “Company,” “Association,” “Club,” “Foundation,” “Fund,” “Institute,” “Society,” “Union,” or “Syndicate.”- A certificate of incorporation has to be filed with the Delaware Secretary of State. Expedited orders are processed within 5 to 6 days, whereas standard filing takes up to 40 business days to process on paying a fee of $119. It is necessary to include other information along with the articles, such as name and addresses of the incorporators {minimum number being one} and initial directors, statement of purpose, par value of stocks as w
During a "Managing Performance" session recently we covered what it takes to give praise and also constructive feedback.
Sometimes we feel uncomfortable when we have to pull employees up - but this need not be the case if we do it in the right manner.
Hence this tip!
Do you remember when your parents told you to eat your veg because they were good for you?
Now that you're an adult, you know they were right!
Well, just as they were right from the beginning, I'm asking you to trust me when I tell you this:
"Constructive feedback is the only way to learn and develop -both personally and professionally"
That means, you as Manager, have a responsibility to your staff to help them develop. That means, you have to give constructive feedback.
What is constructive feedback?
First, I'll tell you what it's not.
Constructive feedback is not criticism (which has a negative connotation because it is so often generalised and personal).
Constructive feedback is a not personal (e.g. you are lazy), but a targeted response to an individual's action or behaviour (e.g. you did not accomplish the task you agreed to complete) that is intended to help them learn, and is delivered from a place of respect.
Constructive feedback is not "closed" but rather invites the individual receiving the feedback to shed light, share their perspective, or provide their response. (e.g. Do you see it differently?)
Constructive feedback does not blame, but presents a collaborative approach to problem-solving. (e.g. If we are all to go home tonight on time, task A needs to get done. What support can the team offer to finish task A, so that everyone gets to go home on time.)
Why constructive feedback works...
Constructive feedback enables us to give honest, "tough messages" to those with whom we work.
However, instead of insulting, shutting-down others, or alienating those who receive the feedback, and thus lowering their morale and their resulting productivity, it motivates them to ask for help, and acknowledge a skill or competency deficiency, while feeling supported and respected.
Two of the most important factors influencing employee retention/satisfaction are: "great boss," and "feeling part of a team" (Hay Group Study on retention). Constructive feedback, because it is delivered out of respect and a genuine desire for the individual to improve, accomplishes both.
Providing feedback, in this way, enables you to build the competency and cohesiveness of your team, while effectively managing performance issues. It also enables you to remain respected, well liked, and overall, considered " a great boss."
Principles of feedback
1. Choose correct timing for feedback
Praise is most effective when given as soon as possible after the behaviour has occurred. Immediate feedback will help to reinforce a correct behaviour and make it more likely to happen again.
When an incorrect behaviour is not corrected with feedback, the staff member may incorporate it into his or her customer of colleague interactions unknowingly. It is highly desirable, when possible, to give corrective feedback before the situation occurs again.
2. Ask for self assessment
Beginning by asking the person for self-assessment involves them in the feedback process.
It helps to promote an open atmosphere and dialogue between the person doing the coaching and the person being coached. Often the person is well aware of his or her won strengths and weaknesses.
It is more effective to allow the person to voice opinions before providing your own assessment of performance.
Through self-assessment, the person can gradually assume more responsibility for his or her own abilities and performance.
3. Focus on specifics
When you focus on a specific correct or incorrect behaviour, you remove the feedback from the sphere of personality differences and the other person will be more willing and able to change.
For example, when providing corrective feedback:
Do: "When you were talking to customer xyz, I noticed that you forgot to use her name"
Don't: "You are not building rapport with the customer"
When providing praise:
Do: "When you spoke to customer xyz, I noticed that you used really good open and closed questioning techniques"
Don't: "You communicated well there"
4. Limit feedback to a few important points
Good coaches and communicators identify one or two critical areas and help the person address them one at a time.
It is too hard to examine and try to change many aspects of behaviour at one time.
Restrict your feedback to one or two important points so that you do not overwhelm the other person with too many things to consider.
5. Provide more praise than corrective feedback
Positive reinforcement is one of the strongest factors in bringing about change.
Unfortunately a lot of people always focus on the negative.
When you give corrective feedback, remember to point out corrective behaviours first. This is as important as pointing out mistakes and areas that need improvement.
And always end the conversation on a positive.
6. Give praise for expected performance
People deserve to be praised for doing their job to the expected level. Too many people take the expected level for granted however.
Remember that praising anyone who meets established standards is as important as praising the exceptional performer.
Praise is a strong motivator, and enough praise may be what it takes to turn an average employee into an exceptional one.
7. Develop Action Plans
Work together to identify the desired performance or result and how it can be achieved.
Decide when the steps will be accomplished.
Useful techniques to use when giving feedback..
Now that we have highlighted the main principles of giving feedback, lets look at some useful techniques we can use in feedback sessions:
Open-ended questioning
Use open-ended questions to allow and encourage the person to give more detail and elaborate.
Use words like:
What?
How?
Who?
Tell me?
Avoid closed questions when you are trying to get more information from someone.
Avoid words like:
Do you?
Did you?
Have you?
Also be careful when you use the word "Why". The person may think that you are blaming them or being critical if you use it. They may think that you disagree with them if you use this word.
Reflecting Back
This is about putting what the other person has said into your own words and reflecting it back.
This is called paraphrasing and by doing this it shows that you are listening and more importantly that you are listening and understanding!
For example:
Individual - "I always seem to get the rough end of the stick - no-one listens to me at all.."
You - "You seem concerned that no-one listens to you and that you seem to be getting a dumb deal"
Maintaining Silence
Encourage the person to take their time.
Always give the other person time to think through their reply to a challenging answer.
Do not feel uncomfortable about silences but do be wary that silence can make people feel very uncomfortable.
Maintain eye contact and demonstrate an interest.
Summarising
Summarise the output of the meeting and action plan to ensure that you have heard correctly and understood from his/her perspective.
Restate the key aspects of the feedback discussion
Conclude the discussion and focus on planning for the future.
Example: "The three major issues you raised were..." " To summarise then...."
Being Sensitive
Acting sensitive
In a time of dot.com fallout, mergers, reorganizations and downsizing how is it that a host of IT and IS professionals consistently propel their careers upward and others take a series of lateral moves? They may be thinking like a technology expert and not like a business partner.In a recent survey by RHI Consulting, 97 percent of CIO's indicated that they look for well-developed soft skills when hiring IT staff. Are your job skills on technology overload? If your energy is solely on developing technical skills and getting the latest certification you may need to make some adjustments before you short-circuit your career.Skills needed to perform successfully in today's IT job market can be grouped into two categories: hard skills and soft skills. Hard skills refer to the multitude of programming languages that you've mastered and the various certifications that you've obtained. They describe WHAT you do. Soft skills or critical business skills address: How well you provide other departments with service, products or information to help them do their jobs. How well you listen to and understand their concerns. How well you solve business problems that will help the organization succeed. Whether you plan a life-long career in IS or technical support you need to master soft skills. They describe HOW WELL you get the job d
Constructive feedback does not blame, but presents a collaborative approach to problem-solving. (e.g. If we are all to go home tonight on time, task A needs to get done. What support can the team offer to finish task A, so that everyone gets to go home on time.)
Why constructive feedback works...
Constructive feedback enables us to give honest, "tough messages" to those with whom we work.
However, instead of insulting, shutting-down others, or alienating those who receive the feedback, and thus lowering their morale and their resulting productivity, it motivates them to ask for help, and acknowledge a skill or competency deficiency, while feeling supported and respected.
Two of the most important factors influencing employee retention/satisfaction are: "great boss," and "feeling part of a team" (Hay Group Study on retention). Constructive feedback, because it is delivered out of respect and a genuine desire for the individual to improve, accomplishes both.
Providing feedback, in this way, enables you to build the competency and cohesiveness of your team, while effectively managing performance issues. It also enables you to remain respected, well liked, and overall, considered " a great boss."
Principles of feedback
1. Choose correct timing for feedback
Praise is most effective when given as soon as possible after the behaviour has occurred. Immediate feedback will help to reinforce a correct behaviour and make it more likely to happen again.
When an incorrect behaviour is not corrected with feedback, the staff member may incorporate it into his or her customer of colleague interactions unknowingly. It is highly desirable, when possible, to give corrective feedback before the situation occurs again.
2. Ask for self assessment
Beginning by asking the person for self-assessment involves them in the feedback process.
It helps to promote an open atmosphere and dialogue between the person doing the coaching and the person being coached. Often the person is well aware of his or her won strengths and weaknesses.
It is more effective to allow the person to voice opinions before providing your own assessment of performance.
Through self-assessment, the person can gradually assume more responsibility for his or her own abilities and performance.
3. Focus on specifics
When you focus on a specific correct or incorrect behaviour, you remove the feedback from the sphere of personality differences and the other person will be more willing and able to change.
For example, when providing corrective feedback:
Do: "When you were talking to customer xyz, I noticed that you forgot to use her name"
Don't: "You are not building rapport with the customer"
When providing praise:
Do: "When you spoke to customer xyz, I noticed that you used really good open and closed questioning techniques"
Don't: "You communicated well there"
4. Limit feedback to a few important points
Good coaches and communicators identify one or two critical areas and help the person address them one at a time.
It is too hard to examine and try to change many aspects of behaviour at one time.
Restrict your feedback to one or two important points so that you do not overwhelm the other person with too many things to consider.
5. Provide more praise than corrective feedback
Positive reinforcement is one of the strongest factors in bringing about change.
Unfortunately a lot of people always focus on the negative.
When you give corrective feedback, remember to point out corrective behaviours first. This is as important as pointing out mistakes and areas that need improvement.
And always end the conversation on a positive.
6. Give praise for expected performance
People deserve to be praised for doing their job to the expected level. Too many people take the expected level for granted however.
Remember that praising anyone who meets established standards is as important as praising the exceptional performer.
Praise is a strong motivator, and enough praise may be what it takes to turn an average employee into an exceptional one.
7. Develop Action Plans
Work together to identify the desired performance or result and how it can be achieved.
Decide when the steps will be accomplished.
Useful techniques to use when giving feedback..
Now that we have highlighted the main principles of giving feedback, lets look at some useful techniques we can use in feedback sessions:
Open-ended questioning
Use open-ended questions to allow and encourage the person to give more detail and elaborate.
Use words like:
What?
How?
Who?
Tell me?
Avoid closed questions when you are trying to get more information from someone.
Avoid words like:
Do you?
Did you?
Have you?
Also be careful when you use the word "Why". The person may think that you are blaming them or being critical if you use it. They may think that you disagree with them if you use this word.
Reflecting Back
This is about putting what the other person has said into your own words and reflecting it back.
This is called paraphrasing and by doing this it shows that you are listening and more importantly that you are listening and understanding!
For example:
Individual - "I always seem to get the rough end of the stick - no-one listens to me at all.."
You - "You seem concerned that no-one listens to you and that you seem to be getting a dumb deal"
Maintaining Silence
Encourage the person to take their time.
Always give the other person time to think through their reply to a challenging answer.
Do not feel uncomfortable about silences but do be wary that silence can make people feel very uncomfortable.
Maintain eye contact and demonstrate an interest.
Summarising
Summarise the output of the meeting and action plan to ensure that you have heard correctly and understood from his/her perspective.
Restate the key aspects of the feedback discussion
Conclude the discussion and focus on planning for the future.
Example: "The three major issues you raised were..." " To summarise then...."
Being Sensitive
Acting sensitive
As a business owner, it's rarely possible to completely guard against bad debt; after all, the only way to avoid debt would be not to trade at all. Running a small business is not without risk, but there are steps you can take to reduce the risk of debt. All companies have to get paid somewhere along the line, and it is important to be aware of the nature of your customer at the outset of any trading relationship. It is often advisable to carry out a credit check on any potential client before entering into a trading relationship, especially if you have no prior knowledge of the client. Also, give the client a credit limit which reflects the credit rating of the client: if the credit rating is low, then it is advisable to give the customer a low credit limit and vice versa. If the client exceeds their agreed credit limit, or invoices remain unpaid, ensure that no further goods or services are provided until the account is brought back within the terms of the agreement. It's also a good idea to keep an eye on your customers’ payment history. Poor cash flow or too many debtor accounts are the top problems facing most small businesses – second only to low turnover or lack of business in the first place. In addition, you'll want to ensure that your customers know and understand the terms of their cre
2. Ask for self assessment
Beginning by asking the person for self-assessment involves them in the feedback process.
It helps to promote an open atmosphere and dialogue between the person doing the coaching and the person being coached. Often the person is well aware of his or her won strengths and weaknesses.
It is more effective to allow the person to voice opinions before providing your own assessment of performance.
Through self-assessment, the person can gradually assume more responsibility for his or her own abilities and performance.
3. Focus on specifics
When you focus on a specific correct or incorrect behaviour, you remove the feedback from the sphere of personality differences and the other person will be more willing and able to change.
For example, when providing corrective feedback:
Do: "When you were talking to customer xyz, I noticed that you forgot to use her name"
Don't: "You are not building rapport with the customer"
When providing praise:
Do: "When you spoke to customer xyz, I noticed that you used really good open and closed questioning techniques"
Don't: "You communicated well there"
4. Limit feedback to a few important points
Good coaches and communicators identify one or two critical areas and help the person address them one at a time.
It is too hard to examine and try to change many aspects of behaviour at one time.
Restrict your feedback to one or two important points so that you do not overwhelm the other person with too many things to consider.
5. Provide more praise than corrective feedback
Positive reinforcement is one of the strongest factors in bringing about change.
Unfortunately a lot of people always focus on the negative.
When you give corrective feedback, remember to point out corrective behaviours first. This is as important as pointing out mistakes and areas that need improvement.
And always end the conversation on a positive.
6. Give praise for expected performance
People deserve to be praised for doing their job to the expected level. Too many people take the expected level for granted however.
Remember that praising anyone who meets established standards is as important as praising the exceptional performer.
Praise is a strong motivator, and enough praise may be what it takes to turn an average employee into an exceptional one.
7. Develop Action Plans
Work together to identify the desired performance or result and how it can be achieved.
Decide when the steps will be accomplished.
Useful techniques to use when giving feedback..
Now that we have highlighted the main principles of giving feedback, lets look at some useful techniques we can use in feedback sessions:
Open-ended questioning
Use open-ended questions to allow and encourage the person to give more detail and elaborate.
Use words like:
What?
How?
Who?
Tell me?
Avoid closed questions when you are trying to get more information from someone.
Avoid words like:
Do you?
Did you?
Have you?
Also be careful when you use the word "Why". The person may think that you are blaming them or being critical if you use it. They may think that you disagree with them if you use this word.
Reflecting Back
This is about putting what the other person has said into your own words and reflecting it back.
This is called paraphrasing and by doing this it shows that you are listening and more importantly that you are listening and understanding!
For example:
Individual - "I always seem to get the rough end of the stick - no-one listens to me at all.."
You - "You seem concerned that no-one listens to you and that you seem to be getting a dumb deal"
Maintaining Silence
Encourage the person to take their time.
Always give the other person time to think through their reply to a challenging answer.
Do not feel uncomfortable about silences but do be wary that silence can make people feel very uncomfortable.
Maintain eye contact and demonstrate an interest.
Summarising
Summarise the output of the meeting and action plan to ensure that you have heard correctly and understood from his/her perspective.
Restate the key aspects of the feedback discussion
Conclude the discussion and focus on planning for the future.
Example: "The three major issues you raised were..." " To summarise then...."
Being Sensitive
Acting sensitive
If you are looking to start up with small or medium sized business, you will at first have to get a registered office.This is an address that is registered with the Companies House and which is taken as the official address for all business correspondence, as with the Government agencies and others. This address also features in the public records. Registration of this address is a mandatory requirement for any business owner in UK.And at the same time, it plays an important role in boosting your business. A prestigious registered office as in a famous commercial area, which is oft-visited by your target customers can give you immediate visibility and recognition. This address can help you get familiarised with your customers and thus in professional image-building.Another legal obligation is to display this address on the front of your office. This again gives you the advantage of associating your organisation with a famous place, and thus revving up the public memory to your concern.The good thing is that this address need not be the actual place from where you run your business. Being located in a uptown commercial area is not affordable to many small business owners. And so, this address can be availed from professional registered office service providers at a small charge. You may have to do
Restrict your feedback to one or two important points so that you do not overwhelm the other person with too many things to consider.
5. Provide more praise than corrective feedback
Positive reinforcement is one of the strongest factors in bringing about change.
Unfortunately a lot of people always focus on the negative.
When you give corrective feedback, remember to point out corrective behaviours first. This is as important as pointing out mistakes and areas that need improvement.
And always end the conversation on a positive.
6. Give praise for expected performance
People deserve to be praised for doing their job to the expected level. Too many people take the expected level for granted however.
Remember that praising anyone who meets established standards is as important as praising the exceptional performer.
Praise is a strong motivator, and enough praise may be what it takes to turn an average employee into an exceptional one.
7. Develop Action Plans
Work together to identify the desired performance or result and how it can be achieved.
Decide when the steps will be accomplished.
Useful techniques to use when giving feedback..
Now that we have highlighted the main principles of giving feedback, lets look at some useful techniques we can use in feedback sessions:
Open-ended questioning
Use open-ended questions to allow and encourage the person to give more detail and elaborate.
Use words like:
What?
How?
Who?
Tell me?
Avoid closed questions when you are trying to get more information from someone.
Avoid words like:
Do you?
Did you?
Have you?
Also be careful when you use the word "Why". The person may think that you are blaming them or being critical if you use it. They may think that you disagree with them if you use this word.
Reflecting Back
This is about putting what the other person has said into your own words and reflecting it back.
This is called paraphrasing and by doing this it shows that you are listening and more importantly that you are listening and understanding!
For example:
Individual - "I always seem to get the rough end of the stick - no-one listens to me at all.."
You - "You seem concerned that no-one listens to you and that you seem to be getting a dumb deal"
Maintaining Silence
Encourage the person to take their time.
Always give the other person time to think through their reply to a challenging answer.
Do not feel uncomfortable about silences but do be wary that silence can make people feel very uncomfortable.
Maintain eye contact and demonstrate an interest.
Summarising
Summarise the output of the meeting and action plan to ensure that you have heard correctly and understood from his/her perspective.
Restate the key aspects of the feedback discussion
Conclude the discussion and focus on planning for the future.
Example: "The three major issues you raised were..." " To summarise then...."
Being Sensitive
Acting sensitive
Don’t get me wrong. I think LLCs, or limited liability companies, are great. At modest cost, they often let you minimize your legal liability. LLCs also give you tremendous tax flexibility, because with an LLC you can choose to be treated as a corporation, an S corporation, a partnership (if there are multiple owners), or a sole proprietorship (if you’re the only owner).In spite of these big benefits, four good reasons exist for not forming a limited liability company for your next business. Here they are:State Income & Franchise TaxesAll states charge at least a modest fee—sometimes less than $100—to set up an LLC. And that’s not so bad, but here’s what is bad. Some states like California also levy additional unfair annual fees and franchise taxes on even the smallest LLCs.California’s minimum annual LLC franchise tax, for example, is a whopping $800. Ouch.If you’re operating in states with high annual LLC fees and taxes, you need to think twice about using an LLC unless your business is big enough to easily shoulder any extra fees and taxes.Complicated Bookkeeping and AccountingFor sole proprietors, an LLC may complicate your accounting if you choose to have the LLC taxed as a regular corporation or an S corporation.This extra complexity stems from the fact tha
Tell me?
Avoid closed questions when you are trying to get more information from someone.
Avoid words like:
Do you?
Did you?
Have you?
Also be careful when you use the word "Why". The person may think that you are blaming them or being critical if you use it. They may think that you disagree with them if you use this word.
Reflecting Back
This is about putting what the other person has said into your own words and reflecting it back.
This is called paraphrasing and by doing this it shows that you are listening and more importantly that you are listening and understanding!
For example:
Individual - "I always seem to get the rough end of the stick - no-one listens to me at all.."
You - "You seem concerned that no-one listens to you and that you seem to be getting a dumb deal"
Maintaining Silence
Encourage the person to take their time.
Always give the other person time to think through their reply to a challenging answer.
Do not feel uncomfortable about silences but do be wary that silence can make people feel very uncomfortable.
Maintain eye contact and demonstrate an interest.
Summarising
Summarise the output of the meeting and action plan to ensure that you have heard correctly and understood from his/her perspective.
Restate the key aspects of the feedback discussion
Conclude the discussion and focus on planning for the future.
Example: "The three major issues you raised were..." " To summarise then...."
Being Sensitive
Acting sensitive to the needs of the person is important as they may reject the feedback initially.
Give the person space to think in his/her time. This may help the person to absorb the feedback
Initiating Action and Offering Ideas
Example:
"Can you think of an action that would help build on your skills in this area?"
Offer ideas without forcing your personal opinion.
"One thing you might do is."
"Have you thought about.."
"Your options include.."
"What can I do to help?"
Gaining Ownership
Help the person to integrate the feedback into their own experience and view of themselves.
Link the feedback as much as possible to business results and objectives - this will help increase ownership.
Any change in behaviour will only occur through acceptance and ownership of then feedback by that person.
Receiving Feedback
As long as feedback is given in a non-judgmental and appropriate way, it is a valuable piece of information for learning and for our continued development as a person.
Constructive feedback is critical for self-development and growth; here are some points to bare in mind when you receive feedback.
1. Don't shy away from constructive feedback, welcome it
2. Accept feedback of any sort for what it is - information
3. Evaluate the feedback before responding
4. Make your own choice about what you intend to do with the
information
The feedback emotional roller-coaster
Whether you are giving or receiving feedback it is useful to bare in mind the following model when it comes to people who receive feedback.
D A W A
D ENIAL
When people first receive feedback, they have a tendency to deny
it. Please avoid immediate defensiveness - arguing, denying and
justifying. This just gets in the way of your appreciation of
the information you are being given.
A NGER
After the denial stage comes anger! So you've been told that
your work is not as good as what it ought to be. You've
said, "It's as good as always" so you are denying it then you
become angry as it stews in your mind and body. The immediate
reaction is to fume!
W ITHDRAWAL
After the anger has calmed down, the person has had time to
reflect and ponder on the feedback. "Well, I have been making
more mistakes then normal" This is when time is taken out to
mull over the feedback and think about what it actually means.
A CCEPTANCE
The final part of this model is finally accepting the feedback,
assessing its value and the consequences of ignoring it, or
using it. "I HAVE been making mistakes"
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