 |
In order to optimize for outcomes, organizations need to listen to employees at all levels, creating an environment free of fear and capable of acting on feedback.
|
140 |
 |
The multidisciplinary nature of the teams minimizes handoffs and dependencies on other teams, enabling flow, fast feedback, learning, and agility.
|
185 |
 |
…a focus on outcomes, with regular feedback loops, builds learning into an everyday activity, as people reflect on how to best achieve the outcomes, for unique work in a rapidly changing environment.
|
293 |
 |
Not having a boss who is willing to give you honest feedback – both positive and constructive – prevents you from learning and growing.
|
125 |
 |
Feedback is notoriously difficult to give and to receive. Bosses are no exception.
|
133 |
 |
…giving honest feedback to friends is a sensitive and difficult conversation. Make sure you proactively ask and receive feedback.
|
137 |
 |
Feedback is a gift, even when critical. And the proper response to feedback – even critical – is always ‘thank you.’
|
197 |
 |
Managing is hard work. Few managers ever get feedback on their managing… everyone appreciates a little professional kind word or compliment now and then.
|
197 |
 |
…the primary incentive for working in a lean system is that the work itself provides positive feedback and a psychological sense of flow.
|
263 |
 |
To truly play big we have to unhook from praise and criticism – to no longer depend on others’ positive feedback for fear their disapproval.
|
092 |
