 |
Even if it’s done in the execution of your role, it feels terrible to hurt or upset others, and we quite reasonably try to avoid it when we can.
|
306 |
 |
As you think about whether and how to give feedback, make sure to factor in the long-term consequences for the receiver as well as your own short-term identity discomfort.
|
307 |
 |
Feedback can be highly constructive – but only if it is specific.
|
185 |
 |
Corrective feedback is naturally difficult for people. But when done well, it’s also the greatest gift you can give to someone…
|
194 |
 |
When imbued with meaningful conversations and feedback, structured goal setting teaches people how to work within constraints even as they push against them…
|
197 |
 |
When people have authentic conversations and get constructive feedback and recognition for superior accomplishment, enthusiasm becomes infectious.
|
216 |
 |
Invite feedback from every angle and work to keep an open mind as you’re receiving others’ input.
|
32 |
 |
…in the absence of feedback, people will fill in the blanks with the negative.
|
180 |
 |
Base the feedback discussion on data and not just subjective impressions.
|
92 |
 |
…make a habit of seeking opportunities to collect feedback from a wide range of people you work for and work with about your performance, style, strengths, and gaps.
|
199 |
