 |
The bugle blast of evaluation can drown out the quieter melodies of coaching and evaluation.
|
43 |
 |
Before we determine whether feedback is right or wrong, we first have to understand it.
|
47 |
 |
…to clarify the feedback under the label we need to ‘be specific’ about two things: where the feedback is coming from, and where the feedback is going.
|
53 |
 |
…we [need to] make a key shift – away from that’s wrong and toward tell me more: Let’s figure out why we see this differently.
|
61 |
 |
…once we spot an error, we can’t contain ourselves; we have to jump in and set things straight. But we have to fight that instinct. We have to consciously and persistently choose to ask about their data and share our own.
|
63 |
 |
Difference spotting – understanding as specifically as you can exactly why you and they see things differently – is a crucial lens through when to take in feedback.
|
67 |
 |
Your goal is to understand the feedback giver, and for them to understand you.
|
69 |
 |
A blind spot is something we don’t see about ourselves that others do see.
|
81 |
 |
Others observe things about us that we literally can’t observe about ourselves. Our blind spots are their hot spots.
|
86 |
 |
…teaching people how to invite and understand feedback – even if it feels upsetting or wrong – might help parties on both sides sort things out more successfully.
|
90 |
