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Whenever possible, it’s best for managers to give feedback immediately after they see, hear, or notice the behavior.
|
122 |
 |
…we recommend that you give in when a direct argues or gets defensive.
|
132 |
 |
Failure to meet commitments is a systemic failure that no organization can long tolerate among its members.
|
134 |
 |
Standard feedback is about small behaviors. Systemic feedback addresses the moral hazard of a direct committing to new behavior but then failing to follow through.
|
137 |
 |
We can tolerate directs who make mistakes. We cannot tolerate directs who repeatedly make commitments they don’t keep.
|
137 |
 |
…if we promise sanctions, we must deliver them when and how we say they are going to be delivered, if behavior change is not forthcoming.
|
139 |
 |
Tell your directs that negative feedback isn’t about punishment; it’s about doing things better. It is about the future.
|
143 |
 |
Great managers will tell you that they give out far more positive than negative performance communications.
|
144 |
 |
…we’re obligated as managers to get the most out of our directs as we can.
|
147 |
 |
We have to define what the measure of success is for the behavior we’re expecting to change.
|
150 |
