 |
…to inspire exceptional performance, managers have to lead with – and continually revisit – meaningful feedback based on what each person naturally does best.
|
54 |
 |
…using traditional performance management systems… leads to unclear and misaligned expectations, ineffective and infrequent feedback, and unfair or missing evaluation practices.
|
78 |
 |
…studies find that continual coaching has a powerful impact on performance. And goal setting has a stronger positive effect… when it is accompanied by feedback on progress.
|
80 |
 |
All feedback is colored by the relationship between the giver and the receiver…
|
16 |
 |
Receiving feedback well is a process of sorting and filtering – of learning how the other person sees things; of trying on ideas that at first seem a poor fit; of experimenting.
|
17 |
 |
Broadly, feedback comes in three forms: appreciation (thanks), coaching (here’s a better way to do it), and evaluation (here’s where you stand).
|
18 |
 |
…feedback in relationships is rarely the story of you or me. It’s more often the story of you and me. It’s the story of our relationship system.
|
23 |
 |
…it is possible to learn to keep feedback in perspective, even when doing so doesn’t come naturally.
|
24 |
 |
All too often, feedback that is offered as coaching is heard as evaluation.
|
41 |
 |
Reflecting on your purpose before a conversation takes place will help you to be clearer during the conversation itself.
|
42 |
