Hello and welcome!
Great to meet you. Especially if you're also exploring how to lead great conversations at work. It's a topic that needs everyone's experiences, ideas, and suggestions.
If you're looking for book resources, please click here. It'll take you direct to the resources section on my company website Oil in the Engine*
About the CEDAR feedback model
My CEDAR feedback steps were first published in 2003 and are based on real-life conversations between managers and their people. In particular, what each feedback receiver needs for that feedback to be successful. This came down to five things:
● Context A piece of feedback is like a free-floating fragment of information. Putting it into the wider context anchors that fragment, helping people to see how important it is and how it fits into their overall performance.
● Examples It’s not always easy for people to see where feedback has come from. Concrete examples are a vital way to illustrate the situation clearly.
● Diagnosis People need to understand why they are where they are. Helping them to make connections between cause and effect develops crucial insights, insights that can make all the difference to the actions they choose.
● Action Most importantly of all, feedback needs to help people decide what to do next in the light of the feedback. The more they decide these actions for themselves, the better their sense of ownership.
● Review Last but not least, people judge the importance of the conversation by whether it’s followed up. Without that, as the saying goes, did the conversation ever really happen?
For more on this, click here >> CEDAR Feedback Model
About the book
My book is called Now You're Talking! The manager's complete handbook to leading great conversations at work - even the tough ones. I'm delighted to say that it has been described by the HR Director magazine as "A fantastic resource for managers."
If a book is too long, click here for a one-page Pocket Guide!
The Pocket Guide to Leading Great Conversations at Work
The Pocket Guide to Building Strong Teams Fast
About me My background bridges both public and private sectors, part in-house and part as a consultant. The common thread is that each role has been directly or indirectly involved with performance management. My most recent in-house position was as Global Director of Learning and Development for KPMG, where I led the design and implementation of the global core skills curriculum for 140,000 people across more than 140 countries, including the company-wide performance management programme.
Other in-house roles include five years in the KPMG China practice, two with Cathay Pacific Airways based in Hong Kong, and ten years in the Royal Navy. I've also consulted to international organisations including Morgan Stanley, Standard Chartered Bank, Invesco, CSC and Best Western Hotels, and have worked as a leader for Operation Raleigh, a not-for-profit organisation supporting young people.
My former lives include five years in the KPMG China practice, two with Cathay Pacific Airways, and ten years in the Royal Navy. For anyone reading this where this might mean something, my naval service included appointments as a staff officer in Hong Kong, an ops officer in Portsmouth Operations Room, a boot camp instructor, and an inaugural member of the PR branch supporting media communications.
I've also worked as a leader for Operation Raleigh, a not-for-profit organisation supporting young people to contribute to sustainable development projects and undertake adventurous experiences. My group went to the utterly hospitable Chile, where we built a bridge, helped move a school, and climbed a glacier, all filmed for the BBC by the fabulous Molly Dineen.
*The company name? Because conversations between managers and their people are the oil that keeps the cogs whirring in every organisation.
Now You're Talking!
The managers complete handbook to leading great conversations at work - even the tough ones
Available on Amazon and in bookstores now
"A fantastic resource for managers."
HR Director magazine