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The Effective Manager:
The sooner your directs get feedback about what they do, good or bad, the more quickly they can implement the feedback.
|
122 |
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The Effective Manager:
Positive and negative feedback sound identical.
|
127 |
|
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The Effective Manager:
If you’re angry, don’t give feedback. Period.
|
129 |
|
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The Effective Manager:
If you can’t let it go in terms of how you feel, we recommend that you do let it go by not giving the negative feedback.
|
130 |
|
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The Effective Manager:
…we recommend that you give in when a direct argues or gets defensive.
|
132 |
|
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The Effective Manager:
Failure to meet commitments is a systemic failure that no organization can long tolerate among its members.
|
134 |
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The Effective Manager:
Really well-delivered systemic feedback is exceptionally hard to ignore and lays excellent groundwork for further efforts if the direct doesn’t change his or her behavior.
|
134 |
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The Effective Manager:
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 |
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The Effective Manager:
We can tolerate directs who make mistakes. We cannot tolerate directs who repeatedly make commitments they don’t keep.
|
137 |
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The Effective Manager:
…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 |
