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.
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.
One of the key success factors for leaders and for all of us is hiding in plain sight ready for all of us to use. Here are six key ingredients essential for ensuring respect is present in every encounter.
The conversations I genuinely worry about are the ones that aren’t taking place. As a leader, just thinking about what’s not getting talked about should scare the daylights out of you.
I've long been convinced we work our way to professional success one challenging conversation and one challenging situation at a time. (Think about it.) Of course, learning to succeed in those moments is the critical part. That's why we put together our online/on-demand program, Crushing It with Challenging Conversations.
Challenging conversations are inherent in a manager's job, yet this knowledge doesn't make it any easier when you have to sit down and let a good person know they're not cutting it and it's time for them to go. While you own doing everything in your power to coach, train, and support them, in some instances, the individual's abilities don't match up with your firm's and the job's needs. Here's guidance on handling this tough situation with clarity and empathy.
Few of us relish being on the receiving end of constructive feedback. And many of us go out of our way to delay delivery of difficult feedback to colleagues or employees. To top it off, our brain is working against us on much of the processing around feedback. Yet, you can create incredible performance gains for yourself, your coworkers and your firm if you take control of your feedback universe. Here are eight ideas to help you get started:
