Book Titles

Simply being human provides a lifetime’s worth of challenges when it comes to seeing ourselves clearly, managing our emotional reactions, and changing long-standing habits.

…you can’t ‘metric’ your way around the fact that feedback is a relationship-based, judgment-laced process.

…feedback lives (or dies) amid the trust, credibility, relationship, and communications skills between giver and receiver.

…coaching is a relationship, not a meeting. Coach and coaches need ongoing discussion of what the coaches can work on in light of organizational needs and individual competencies.

…modeling is the most powerful thing you can do as an individual leader to improve culture.

Even if it’s done in the execution of your role, it feels terrible to hurt or upset others, and we quite reasonably try to avoid it when we can.

As you think about whether and how to give feedback, make sure to factor in the long-term consequences for the receiver as well as your own short-term identity discomfort.

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.

…while learning is a shared responsibility, in the end, it comes down to you.