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 I 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.
Other Parts of This Series
|Measuring Feedback - Chapter 2 - Overweight Top Performers Shownotes
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