This framework is developed by a team of former McKinsey and Big 4 consultants. The presentation follows the headline-body-bumper slide format used by global consulting firms.
This product (SKS and IL/IW/WI Models for Feedback) is a 18-slide PPT PowerPoint presentation slide deck (PPT), which you can download immediately upon purchase.
According to Charles Coonradt, a management consultant and thought leader on gamification, "The failure to give appropriate and timely feedback is the most extreme cruelty that we can inflict on any human being." The feedback process can be stressful. Many people feel fear to ask about their performance. Yet, there are strategies leaders can take on to defuse the stress.
This presentation delves into 2 frameworks for effectively providing feedback in the workplace:
1. SKS Model
2. IL/IW/WI Model
The SKS Model is Stop, Keep, and Start Model. The IL/IW/WI Model is I Like, I Wish, What If Model. Both models provide the fundamental framework of managing an effective feedback process.
The SKS Model is a process where we ask other what we should Stop (S), Keep (K), and Start (S) doing given a particular role that we have. The IL/IW/WI feedback Model is a simple tool for encouraging open feedback without being defensive.
While both models are simple, they are too useful not to mention, learn, and apply. Developing the right capabilities to facilitate the feedback process will enable companies to raise our people's potential to achieve greater results.
This deck also includes slide templates for you to use in your own business presentations.
The PPT provides a comprehensive breakdown of the SKS and IL/IW/WI models, offering clear, actionable steps for leaders to implement these feedback frameworks. It includes detailed rubrics and guiding questions for each stage of the SKS Model, ensuring that the feedback process is thorough and effective. The IL/IW/WI Model emphasizes leveraging "I-statements" to foster open communication and reduce defensiveness. This presentation is packed with practical templates and real-world examples, making it an essential tool for any executive looking to enhance their feedback mechanisms and drive performance improvements.
Source: Best Practices in Structured Communication, Feedback PowerPoint Slides: SKS and IL/IW/WI Models for Feedback PowerPoint (PPT) Presentation Slide Deck, LearnPPT Consulting
This PPT slide presents an overview of the "Keep" stage within the SKS Model, which is the second phase in a structured feedback process. It emphasizes the importance of identifying and maintaining effective behaviors and practices in an organizational context. The central question posed is "What should I keep doing?" which directs attention to actions that are already yielding positive results.
The slide is divided into 2 main sections: the guiding questions and the rubrics. The guiding questions are designed to provoke thoughtful reflection on current practices. They ask whether there are behaviors that others believe should be amplified, if any successful skills have been overlooked, and the potential benefits of increasing the frequency of these effective actions. This reflective approach encourages individuals to consider the broader impact of their contributions on team dynamics and personal job satisfaction.
The rubrics section outlines specific actions to focus on. It suggests mentioning activities that are being executed well, highlighting best practices and their positive effects on colleagues and the business. Timeliness in meetings and clear communication of expectations are also emphasized. These elements are critical for fostering a productive work environment and ensuring that team members are aligned in their objectives.
Overall, this slide serves as a practical guide for leaders seeking to enhance their effectiveness by recognizing and sustaining successful behaviors. It encourages a culture of acknowledgment and continuous improvement, which is vital for organizational success.
This PPT slide presents an overview of the "Stop" stage within the SKS Model, emphasizing its role as the initial phase in a structured feedback process. The primary focus is on identifying behaviors and actions that should be discontinued to facilitate progress. The slide is divided into several key sections: the main question of what to stop doing, alongside related queries on what to keep and start doing.
Under the "Rubrics" section, 2 specific actions are highlighted. First, it encourages discussions around actions that are currently being performed, but need to cease immediately. This suggests a proactive approach to eliminating unproductive behaviors. Second, it prompts the identification of impractical activities, emphasizing the importance of recognizing actions that lack follow-up or are simply ineffective.
The guiding questions on the right side of the slide serve as thought-provoking prompts for reflection. They challenge the audience to consider whether they are holding onto behaviors that may no longer serve them, even if they initially perceived these as strengths. The questions also address the fear of potential negative consequences from stopping certain actions, urging a deeper examination of whether such fears are justified or merely habitual.
Overall, this slide effectively sets the stage for a critical self-assessment process. It encourages leaders to confront and eliminate counterproductive behaviors, thereby opening the door to new opportunities and directions. This approach is vital for organizations aiming to foster a culture of continuous improvement and adaptability.
This PPT slide presents the IL/IW/WI Model, emphasizing its utility in facilitating constructive feedback within groups of varying sizes, from pairs to larger assemblies of up to 100 participants. The structure is straightforward yet effective, designed to encourage open communication and idea sharing.
The model is introduced by prompting individuals or groups to articulate 3 key components: something they appreciate (the "Like"), an area they believe could be improved (the "Wish"), and a suggestion for how that improvement could be realized (the "What if"). This triadic approach fosters a balanced dialogue, allowing participants to express their thoughts succinctly.
Several practical usage examples are outlined. One recommendation is to designate a person to capture the feedback during discussions, ensuring that all insights are documented for future reference. Another point stresses the importance of active listening; participants should absorb feedback without feeling the need to respond immediately, creating a more open environment for sharing.
Encouraging each individual to complete their I-statements is also highlighted, which can lead to a rich collection of perspectives. The slide suggests that groups can generate numerous ideas in a single session, enhancing collaborative problem-solving.
Lastly, the IL/IW/WI Model is positioned as a springboard for further discussions, indicating its flexibility in adapting to various topics that may arise during feedback sessions. This adaptability makes it a valuable tool for organizations looking to enhance communication and team dynamics.
This PPT slide outlines the final stage of the SKS Model, focusing on the "Start" phase. It emphasizes the importance of determining actionable steps by asking 3 critical questions: what to stop doing, what to keep doing, and what to start doing. The highlighted question, "What should I start doing?" is central to this phase, suggesting a shift towards proactive engagement and innovation.
Two key rubrics are presented. The first encourages unleashing the potential of people within the organization, indicating a focus on empowerment and development. This suggests that the organization should prioritize human capital and foster an environment where individuals can thrive. The second rubric emphasizes providing useful insights to encourage experimentation with new approaches. This indicates a willingness to adapt and respond to recent challenges, promoting a culture of continuous improvement.
Guiding questions on the right side of the slide further enhance understanding of the "Start" phase. They probe into the anxieties associated with change, asking why certain recommendations may feel daunting. This reflects a recognition of the emotional aspects of organizational change and the need to address them. Additionally, the questions prompt reflection on the perceived benefits of new actions, which can help clarify the rationale behind suggested changes.
Overall, this slide serves as a strategic framework for organizations looking to navigate transitions effectively. It encourages leaders to engage with their teams, consider the implications of change, and ultimately drive forward with confidence.
This framework is developed by a team of former McKinsey and Big 4 consultants. The presentation follows the headline-body-bumper slide format used by global consulting firms.
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