 |
Getting the most out of your 168 hours is a process of evaluating where you are and where you want to be.
|
218 |
 |
In wording feedback… your goal is to describe what you have found and not to evaluate it.
|
222 |
 |
We particularly dilute the value of measurement when we separate the people who evaluate from the people who do the work.
|
258 |
 |
…you absolutely should evaluate relationships, and possibly end them, with people who don’t treat you well, are abusive, or don’t value your relationship.
|
213 |
 |
There are always measures. If you don’t know what they are, they may be being used against you. Your boss is privately and subjectively evaluating you.
|
3 |
 |
Evaluation and rewards can disempower when they are at odds with the direction of needed change.
|
108 |
 |
…there’s no evidence anywhere in the world, in any institution of management science, that existing massive employee evaluation and rating processes are effective.
|
6 |
 |
…using traditional performance management systems… leads to unclear and misaligned expectations, ineffective and infrequent feedback, and unfair or missing evaluation practices.
|
78 |
 |
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 |
 |
Evaluations align expectations, clarify consequences, and inform decision making… Part of what can be hard about evaluation is concern about possible consequences – real or imagined.
|
33 |
