 |
Listening rewards the giver’s effort in taking the time to give you feedback, and it leaves them feeling reassured that they have been clear.
|
240 |
 |
Finding possibilities requires two things: attentive listening for the interests behind the feedback, and the ability to generate options that address those interests.
|
247 |
 |
When you’re at an impasse – when what a giver suggests is difficult for you or even unacceptable – ask about the underlying interests behind the suggestion.
|
248 |
 |
Remember: Feedback conversations are rarely one-shot deals. They are usually a series of conversations over time…
|
251 |
 |
…the ability to learn from feedback is what will shape your future most.
|
256 |
 |
When things are going well, feedback can feel threatening, …because it is asking us to let go of something that’s comfortable and predictable.
|
261 |
 |
…there are significant life rewards for being willing to test out feedback even when you’re not sure it’s right, or even pretty sure it’s wrong.
|
265 |
 |
…our own observations about how we learn best can make a huge difference in our ability to take in the feedback.
|
275 |
 |
Workers who seek out negative feedback – coaching on what they can improve – tend to receive higher performance ratings.
|
279 |
 |
…you can’t ‘metric’ your way around the fact that feedback is a relationship-based, judgment-laced process.
|
294 |
