 |
Just about the only place where feedback isn’t given, isn’t used, isn’t taken for granted is between managers and their directs.
|
19 |
 |
Feedback isn’t inherently difficult to give, or to receive.
|
103 |
 |
The lack of frequent performance communications increases directs’ defensiveness…
|
108 |
 |
The purpose of performance communications (and therefore feedback) is to encourage effective future behavior.
|
108 |
 |
…your fundamental premise about feedback – talking about what happened – is wrong.
|
109 |
 |
…effective feedback isn’t about waiting until there’s a pattern, and it doesn’t get better with age.
|
118 |
 |
When we are giving negative feedback, we are asking the direct to behave differently. We’re not punishing the past mistake, because we’ve already forgiven it. Remember that our focus is on the future, not the past.
|
120 |
 |
Giving immediate feedback is ideal.
|
121 |
 |
Whenever possible, it’s best for managers to give feedback immediately after they see, hear, or notice the behavior.
|
122 |
 |
The sooner your directs get feedback about what they do, good or bad, the more quickly they can implement the feedback.
|
122 |
