|
|
The Making of a Manager:
Feedback, at its best, transforms people in ways they’re proud of.
|
084 |
|
|
The Making of a Manager:
Behavioral feedback helps people understand the reality of how others see them, which may be different than how they see themselves.
|
087 |
|
|
The Making of a Manager:
The mark of a great coach is that others improve under your guidance.
|
093 |
|
|
The Making of a Manager:
When you do have critical feedback to share, approach it with a sense of curiosity and an honest desire to understand your report’s perspective.
|
096 |
|
|
The Making of a Manager:
Don’t engage when you are upset. We regret the things we say in anger, and while bridges take months or years to build, they can be burned in an instant.
|
100 |
|
|
The Making of a Manager:
The best way to give critical feedback is to deliver it directly and dispassionately.
|
101 |
|
|
The Making of a Manager:
…when you give feedback well and you help your report grow as a result, there is no better feeling.
|
103 |
|
|
The Making of a Manager:
…great management typically comes from playing to your strengths rather than from fixing your weaknesses.
|
112 |
|
|
The Making of a Manager:
Knowing what lifts you up or brings you down is enormously valuable.
|
122 |
|
|
The Making of a Manager:
Recognize that everyone in the world goes through hard times, and give yourself permission to worry. Don’t pay the double tax on your mental load.
|
123 |
