OK, the topic of feedback isn't stand-up comedy funny. It's funny as in odd because there are so many contradictions surrounding it. Here are five practices to help managers bring feedback to life as the performance-enhancing tool it is capable of being:
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Every few months, I run a three-hour boot camp on strengthening your skills as a receiver and a giver of feedback. Here are the top ten insights from the recent cohort group.
Getting Feedback Right—How to Build a Healthy Feedback Environment Imagine there was a tool at your disposal that would help reinforce in real-time the behaviors of group members that moved the performance numbers in the right direction. Or, a tool that would get people motivated to learn, grow, and leave behind less-than-ideal behaviors [...]
In Part 3 of this series, the emphasis is on managing the discussions successfully with empathy and clarity. It turns out when the feedback discussion goes off the rails, as happens all too often, it's because empathy and clarity were nowhere to be found.
For many managers, giving and receiving feedback is challenging. However, when feedback is approached properly, it can be a powerful tool for strengthening individual and group performance. Here are seven actions you can take to succeed with feedback:
We all can benefit from the right type of specific, behavioral, task, or situational-focused feedback. Unfortunately, our natural fear of either giving or receiving feedback often gets in the way of harnessing value from this input.
Delivering quality constructive feedback is elusive for many managers and much desired by individuals striving to strengthen performance. In this article, I share an overview of the four core processes around effective feedback development and delivery.
Multi-person feedback is a tricky issue. Don’t let it trip you up and then stress the people around you. Here are some tips for getting it right:
Feedback is an important tool for managers to promote high performance and performance improvement. However, when the flow of feedback exceeds a person's ability to process and act on it, the results include stress and disengagement. Here are ideas to help managers tailor their feedback volume and frequency to the needs and styles of their team members.