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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 |
 |
Failure to meet commitments is a systemic failure that no organization can long tolerate among its members.
|
134 |
 |
…we recommend that you give in when a direct argues or gets defensive.
|
132 |
 |
Whenever possible, it’s best for managers to give feedback immediately after they see, hear, or notice the behavior.
|
122 |
 |
When we are giving negative feedback, we are asking the direct to behave differently. We’re not punishing the past mistake, because we’ve already forgiven it. Remember that our focus is on the future, not the past.
|
120 |
 |
It’s an important managerial rule to never ask a question of your directs if you don’t intend to honor their answer.
|
110 |
 |
The average manager hasn’t been trained, tutored, mentored, taught or coached with… the skills necessary for becoming a successful manager.
|
104 |
 |
Something else we’ve learned about drinking alcohol with directs: have only one drink with them.
|
91 |
 |
As long as there is no appearance of favoritism, drinking with your directs is fine.
|
90 |
 |
You cannot be friends with your directs, but yes you can be friendly with them.
|
88 |
