The conclusion of our guidance recommending giving more positive (and then negative) feedback to a manager’s top performers, rather than trying to spread feedback out equally.

In our first guidance for Managers to measure their feedback, we recommended simply counting instances of feedback, irrespective of to whom they were given. Years ago, we had recommended managers try to spread their feedback out over all of their directs perfectly equally, but it didn’t work. It didn’t work because managers had to think too hard, “to whom have given feedback?” “SHOULD I give feedback to THIS person, or wait and give it to someone ELSE?” That’s 2 too many questions.

But once we’re getting the hang of using the Feedback Tool, a little more thinking probably won’t get in the way. And here’s the thinking to be thinking.

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This guidance recommends giving more positive (and then negative) feedback to a manager’s top performers, rather than trying to spread feedback out equally.

In our first guidance for Managers to measure their feedback, we recommended simply counting instances of feedback, irrespective of to whom they were given. Years ago, we had recommended managers try to spread their feedback out over all of their directs perfectly equally, but it didn’t work. It didn’t work because managers had to think too hard, “to whom have given feedback?” “SHOULD I give feedback to THIS person, or wait and give it to someone ELSE?” That’s 2 too many questions.

But once we’re getting the hang of using the Feedback Tool, a little more thinking probably won’t get in the way. And here’s the thinking to be thinking.

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This guidance completes our discussion on how to respond to vague feedback from your boss or others.

Many managers who say they give feedback to their people really don’t. They give vague guidance like, "you need to open up more," or, "sometimes you’re abrasive," or, "you need to be a leader." None of these is very helpful. What can we do when we get this kind of guidance from our boss?

[Note: this cast also applies to individual contributors, but it happens plenty to managers too, because for some directors, it’s hard to be specific about managerial roles.]

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This guidance explains how to respond to vague feedback from your boss or others.

Many managers who say they give feedback to their people really don’t. They give vague guidance like, "you need to open up more," or, "sometimes you’re abrasive," or, "you need to be a leader." None of these is very helpful. What can we do when we get this kind of guidance from our boss?

[Note: this cast also applies to individual contributors, but it happens plenty to managers too, because for some directors, it’s hard to be specific about managerial roles.]

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This guidance tells you what to do when directs bring you bad news.

A direct comes to you with bad news. He’s been hiding a significant delay, and he has to finally admit it because he knows you’ll find out tomorrow. She tells you the vendor she thought was great has just sent terribly quality, and late to boot. He has promised something in writing to another department that there’s NO WAY you can deliver.

The right thing to do first is say thanks.

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This guidance recommends what to do when a direct would get negative feedback but it’s not yet time for it in the Trinity Rollout Process.

The Manager Tools Feedback Model makes enough sense to folks that they want to implement it immediately. But we recommend managers wait until they have developed a better relationship with their directs before using it. But what do we do when our directs make a mistake? We don’t give feedback. But here’s what we DO do.

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This guidance recommends what to do when a direct would get positive feedback but it’s not yet time for it in the Trinity Rollout Process.

The Manager Tools Feedback Model makes enough sense to folks that they want to implement it immediately. But we recommend managers wait until they have developed a better relationship with their directs before using it. But what do we do when our directs do something we deem worthy of positive feedback? We don’t give feedback. But here’s what we DO do.

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This guidance recommends how to address behaviors in meetings that reduce meeting effectiveness, based on a popular 2012 Wall Street Journal article. This Chapter deals with handling a Silent Plotter – someone who tries to kill every idea, even after everyone’s agreed.

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The conclusion of our guidance on how to respond initially to a direct who pushes back in various ways to an instance of feedback.

One of the most frequent questions Manager Tools gets about giving negative feedback to directs is what to do about pushback. In this first of a series, we’ll address the first rule: you, as the manager, get to go first. There will be plenty of guidance later about all the different kinds of pushback, but for now, the way to win the moment is to see where the leverage is.

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This guidance describes how to respond initially to a direct who pushes back in various ways to an instance of feedback.

One of the most frequent questions Manager Tools gets about giving negative feedback to directs is what to do about pushback. In this first of a series, we’ll address the first rule: you, as the manager, get to go first. There will be plenty of guidance later about all the different kinds of pushback, but for now, the way to win the moment is to see where the leverage is.

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