Book Titles

Giving feedback is also one of the more difficult conversations leaders must have, one with the most potential for things to go wrong.

Without positive feedback, we literally don’t know how we are doing and can’t perform to our best.

…people who received regular recognition and praise increased their individual productivity, increased engagement amongst their colleagues, and were more likely to stay with the organization. – Gallup Survey

If we want our impact to be the same as our intent, it’s important to be as specific as possible when delivering positive feedback.

When people hear they’re going to get some feedback they automatically fear the worst. So it’s useful to ask permission to give someone some feedback before launching into it…

People thrive on positive feedback.

Letting people come up with their own insights when things haven’t gone well is more comfortable for everyone, and is more likely to deliver the outcome everyone wants: learning and behavior change for next time.

When it comes to dealing with underperformance, if our commitment is to people’s learning, the more emotional charge there might be, the more essential it is to use a self-directed approach.

…when people do well, give them lots of positive feedback, be specific about it, and find ways to deepen any new habits emerging from their successes.

When people underperform, venting your emotions as a leader is unlikely to do anything to improve their performance.