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With everyone accountable for the team’s success, no one tolerates slacking; the culture becomes self-enforcing and feedback becomes the name of the game.
|
233 |
 |
People get, on average, a couple of minutes of positive feedback each year, versus thousands of hours of negative feedback.
|
59 |
 |
…knowing you should give more positive feedback is not the same as doing it.
|
64 |
 |
Feedback is the delicate art of letting people know the score. Feedback gives people information that helps them learn and grow.
|
203 |
 |
Without positive feedback, we literally don’t know how we are doing and can’t perform to our best.
|
204 |
 |
If we want our impact to be the same as our intent, it’s important to be as specific as possible when delivering positive feedback.
|
204 |
 |
When people hear they’re going to get some feedback they automatically fear the worst. So it’s useful to ask permission to give someone some feedback before launching into it…
|
205 |
 |
People thrive on positive feedback.
|
208 |
 |
…when people do well, give them lots of positive feedback, be specific about it, and find ways to deepen any new habits emerging from their successes.
|
215 |
 |
…data show that only giving negative input actually doesn’t work very well over time. Directs begin to resent their boss for focusing on the negatives.
|
17 |
