Douglas Stone,Sheila Heen

Thanks for the Feedback: The Science and Art of Receiving Feedback Well

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  • Altynay Zhumagaliyevahas quoted2 years ago
    Grab Bag of Questions for Coach and Coachee
  • Altynay Zhumagaliyevahas quoted2 years ago
    e need to equip receivers to create pull—to drive their own learning, to seek honest mirrors as well as supportive mirrors, to speak up when they need additional appreciation or coaching or are confused about where they stand. As each receiver becomes more skilled at receiving—at creating pull—the organization gets better at it, too. We pull together.
  • Altynay Zhumagaliyevahas quoted2 years ago
    So there are no easy answers. But we assert this: Systems will always be imperfect. We should work to improve them, but that can only take us so far. The greatest leverage is helping the people inside the system communicate more effectively, and as between giver and receiver, it’s the receiver’s skills that have the most impact.
  • Altynay Zhumagaliyevahas quoted2 years ago
    In addition, as we’ve explored here, the feedback lives (or dies) amid the trust, credibility, relationship, and communications skills between giver and receiver
  • Altynay Zhumagaliyevahas quoted2 years ago
    you can’t “metric” your way around the fact that feedback is a relationship-based, judgment-laced process.
  • Altynay Zhumagaliyevahas quoted2 years ago
    Coaching and developing individual and team performance;
    Helping to get and retain the right people in the right roles;
    Assisting succession planning in key leadership positions;
    Promoting job satisfaction and high morale; and
    Getting it done on time—in the moment, quarterly, annually.
  • Altynay Zhumagaliyevahas quoted2 years ago
    Aligning individuals with organizational goals and vision;
  • Altynay Zhumagaliyevahas quoted2 years ago
    Incenting positive behaviors and disciplining negative behaviors;
    Communicating clear expectations;
  • Altynay Zhumagaliyevahas quoted2 years ago
    Providing consistent evaluation across roles, functions, and regions;
  • Altynay Zhumagaliyevahas quoted2 years ago
    They give artificially high reviews to even mediocre employees, which dilutes the usefulness of reviews for addressing performance or guiding decision making. In one organization 96 percent of employees received the highest rating.2 And researcher Brené Brown observes that a lack of meaningful feedback was the number-one reason cited by talented people for leaving an organization.3
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