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All too often, feedback that is offered as coaching is heard as evaluation.
|
41 |
 |
The bugle blast of evaluation can drown out the quieter melodies of coaching and evaluation.
|
43 |
 |
The evaluation we give people is a reflection of our own (or our organization’s) preferences, assumptions, values, and goals.
|
70 |
 |
Others’ views of you may be incomplete, outdated, unfair, and based on absolutely nothing.
|
178 |
 |
So, don’t dismiss others’ views of you, but don’t accept them wholesale either.
|
180 |
 |
Emotional distress can send us under the covers for weeks, but it can also cause us – force us – to reevaluate ourselves and our lives in ways that we otherwise simply would not.
|
180 |
 |
While identity is easily triggered by evaluation, it is far less threatened by coaching. It’s almost like getting a free pass.
|
198 |
 |
As feedback conversations get more emotional or the stakes grow higher, it gets easier to hear evaluation, and tougher to hear the coaching.
|
199 |
 |
People who have impossibly high standards for themselves can also hold impossibly high standards for others, resulting in a steady stream of coaching and negative evaluation, and a conspicuous silence around appreciation.
|
308 |
 |
…the key to quickly sizing up the organization’s progress and deciding where to spend scarce resources is by keeping the evaluation process as simple as possible.
|
180 |
