In this cast, we START to describe how to respond to feedback AFTER you’ve received it, specifically: FEEDBACK NOT IN THE MODEL.

For our classic April Fools cast, we talked about how to receive feedback, but only partly. We discussed the Physical, Facial and Verbal responses to someone asking, “May I give you some feedback?”

But obviously, you’re going to get a lot of inputs regarding your performance. Some of it WILL come in the form of the feedback model, and in an upcoming cast, we’ll talk about how to continue your response under those conditions.

But, not all of it will come in the form of the feedback model. What do you do when someone gives you input on your behavior? What’s the right way to respond to praise? What’s an effective way to talk about what you could have done better?

We’d bet you’re getting the praise part wrong, anyway.

This cast shares our most important principle in The Manager Tools Effective Hiring Process: Set the Bar HIGH.

We believe that the biggest invisible organizational personnel failing is hiring poorly. It’s that simple: the vast majority of companies do a terrible job - compared to what they COULD DO EASILY - in hiring the right people.

We’ve said what follows a hundred times. We have systems to test the quality of raw materials coming in to our plants. We reject anything that is even a LITTLE off. We have non-destructive testing methods for inbound materials, and for our own manufacturing processes. Tolerances are incredibly tight. We have financial standards for investing capital that are incredibly rigorous, and monstrously difficult to prepare for at times. We have RIGID standards for EXPENSE REPORTING, for heaven’s sake.

And then, for the most important decisions we make - personnel - we leave the decision to some senior manager who’s never been trained, never been given feedback, is never held accountable, and mostly goes with her gut.

This is like trying to make a gorgeous wedding cake substituting dirt for flour, and adhering strictly to every other step in the process.

We can’t cover the entire process in one cast. But we can start.

I thought I would share a couple of thoughts from the Inaugural Manager Tools Effective Manager Conference.

Mike and I visited with about 20 conference participants tonight during a pre-conference dinner. There were handshakes (evaluated) all around, and a lot of excitement in the air. Maybe that sounds corny, but we were all feeling it. Good management may be boring, but learning about it doesn’t have to be.

For those that couldn’t make it, our next one will be in San Antonio in September of this year.

We can’t wait to work with the over 100 attendees, and I’ll share more as we progress.

Today, we finish up our two part series on writing effectively. If you missed last week’s cast, go back and listen to it now. Why get only half the fun?

As a quick reminder, remember the word “SEVENTEEN” appeared in last week’s introduction text (which as you may recall, I read word for word on the podcast). One note — in today’s cast, Mark makes reference to THAT introductory blog post . Again, he is referring to LAST WEEK’s introduction. Please keep that in mind as you listen.

Let’s go ..

This cast teaches how to improve your writing quickly.

Most managers who want to get promoted don’t think that being a good writer matters. But what about email, or reviews? Haven’t you read things that you had to read and re-read? THAT is bad writing.

Managers must be good writers. If you can’t be “good”, you must at least know how to avoid poor writing. Too many managers try to solve this problem with big words, or complex sentences, thinking it makes them sound smart. That’s the WRONG way! In fact, Churchill may have said it best: “short words are best, and the old words, when short, are best of all.”

In this cast, we share a simple but POWERFUL tool for improving your writing NOW. It can work for everyone, even our international members. It won’t make you John D. MacDonald, but it will make you better TODAY.

SEVENTEEN.

Finally we tackle a topic that we’re surprised no one asks about: How does one receive feedback? We know how to deliver it (even if far too many of us shy away from it all too often). But that’s only half the battle. One of the things many managers realize is that once you start giving feedback, you’re going to start receiving it as well.

Sometimes it’s well intentioned - your directs realize that you really mean it, and they’re willing to give you feedback. And yes, sometimes it’s intended to be a riposte from a nervous or insecure subordinate. But what’s great about receiving feedback effectively is that it sets a powerful example.

And we guarantee you the most effective way to receive feedback will surprise you.