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…even when you don’t personalize – feedback is personal for the person receiving it.
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147 |
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The number of hours one spends practicing a skill is far less important than receiving clear and frequent feedback against a known standard.
|
128 |
 |
Since you’re on the wrong side of your eyeballs, you can’t always see exactly what it is that you’re doing that works or doesn’t work.
|
210 |
 |
Whether professionals have a chance to develop intuitive expertise depends essentially on the quality and speed of feedback, as well as on sufficient opportunity to practice.
|
241 |
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When giving feedback, keep potential biases in mind but don’t withhold important critiques for fear of being seen as racist.
|
150 |
 |
…[position] feedback as bridging the gap: identify where you want the other person to be, give them clear advice on how to get there, and (most importantly) emphasize that you believe they have the ability to bridge the gap. – Cade Massey
|
159 |
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…studies show feedback helps us improve only when it comes from an expert.
|
163 |
 |
By getting feedback as we progress towards a bigger goal, we increase the chances of creating the right kind of value.
|
136 |
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If we don’t stop to ask for feedback, then agile is nothing more than an old way of working, perhaps sliced into two-week iterations.
|
187 |
 |
If it’s clear that it is a priority and that taking action will lead to recognition, positive appraisal feedback, promotion, and pay, the more likely it is that people will choose to embrace change.
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123 |
