How to communicate about performance with your team in less than 15 seconds using the Manager Tools Feedback Model.  What to say, how to say it, when to say it, and many examples.  Plus, how to deal with resistance and concerns.  You owe your people clarity about how they’re doing.

Listen to Mark's introduction to the feed here:

The Management Trinity - Feedback (Hall Of Fame Guidance)
This show describes the The Feedback Model's inclusion in the Management Trinity. We continue here our recent theme of revisiting the high level rationale and actions involved in the Management Trinity. In our discussion of feedback, we talk about the basics, of course: What the Feedback Model gives the effective manager, and how the effective [...]
Giving Effective Feedback - Part 1 (Hall Of Fame Guidance)
In this podcast, Mike and Mark share a technique managers can use to give feedback to their team members.
Giving Effective Feedback - Part 2 (Hall Of Fame Guidance)
In this podcast, Mike and Mark share a technique managers can use to give feedback to their team members.
Giving Effective Feedback - Part 3 (Hall Of Fame Guidance)
In this podcast, Mike and Mark share a technique managers can use to give feedback to their team members.
Giving Effective Feedback - Part 4 (Hall Of Fame Guidance)
In this podcast, Mike and Mark share a technique managers can use to give feedback to their team members.
Feedback - Revisited
We've gotten a great many questions, comments, and kudos for our show in July on the Feedback Model. Many listeners are discovering the power of feedback, of taking it out of the realm of the rare and into the stream of the every day. Not to sound repetitive, but most managers see feedback as akin to holding their breath - waiting as long as possible, and then creating a [...]
The Heart of Feedback
This cast describes behaviors for managers to engage in to ensure that they deliver feedback ethically and professionally. Mark recently had an experience that was somewhat chilling for him. He was talking to a manager who wanted to show him how good he was at improving. This was a High D, forceful manager who described himself as "a recovering jerk". He was following the [...]
Feedback Immediacy
This cast describes WHEN to give feedback. How fast is too fast? How slow is too slow?
Feedback - Public Or Private?
This guidance describes whether or not to give feedback in public, or in private . . . or neither.
Being Told "No" To Feedback - Part 1
Part 1 of our guidance on what to do if your direct keeps saying no when you ask if they're open to feedback.
Being Told "No" To Feedback - Part 2
Part 2 of our guidance on what to do if your direct keeps saying no when you ask if they're open to feedback.
Feedback and the Shot Across the Bow (Hall Of Fame Guidance)
In this cast, we share what do effective managers do when a direct disagrees with the feedback you give them. As much as many of the managers in our community love how much more effective our tools (particularly the Trinity) make them, it does seem that every once in a while, something goes awry in perfect-manager-land. [...]
Praise In Public, Criticize In Private Is WRONG
This guidance disagrees with the old notion of praise in public, criticize in private, and recommends more effective behaviors.
The Feedback Continuum
This cast describes how to give negative feedback in an escalating way, over time, to improve performance.
Systemic Feedback (Hall Of Fame Guidance)
What do we do when we've tried giving negative feedback but it doesn't seem to be working? We've given repeated instances of feedback, and yet we don't see a change in a direct's behavior? We give systemic feedback. And it's easy to give - it's just the four step standard feedback model with a change in focus. If you already know how to give standard feedback, systemic [...]
Effective Documentation - Part 1
Our guidance for how to document the performance of your directs and your communications with them.
Effective Documentation - Part 2
Part 2 of our guidance on how to document the performance of your directs and your communications with them.
There Is No Why In Feedback - Part 1 (Hall Of Fame Guidance)
This guidance describes what to do and why when directs want to describe why they did what they did when you have given them negative feedback.
There Is No Why In Feedback - Part 2 (Hall Of Fame Guidance)
This cast concludes our guidance on what to do and why when directs want to describe why they did what they did when you have given them negative feedback.
When Angry, Disengage
Our recommendations on what to do when you are feeling angry with your direct.
Feedback Step 3 - Emotions Are Okay
It's okay to tell your directs how you feel (within professional limits) when giving them feedback.
Feedback Grace Period
Our guidance on how long to wait before giving negative feedback to a direct.
Meeting Distractions - Don't Wait To Give Feedback
What to do when people are on their phones/laptops during meetings, or doing anything else counterproductive to the meeting.
When NOT To Give Feedback - Part 1
This cast describes some situations where feedback isn't appropriate, because the error/mistake/infraction is so egregious, encouragement of effective future behavior isn't enough.
When NOT To Give Feedback - Part 2
This cast concludes our conversation on some situations where feedback isn't appropriate, because the error/mistake/infraction is so egregious, encouragement of effective future behavior isn't enough.
Not Too Picky Feedback
This guidance recommends giving negative feedback only after a second instance, and only ON the second instance.
Negative Feedback Before Its Time
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.
Positive Feedback Before Its Time
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.
8 Positive Feedback Examples
Most managers have too high a standard for giving positive feedback. Here are some simple examples.
The Part After Feedback - Chapter One - Part 1 (Hall Of Fame Guidance)
This guidance describes how to respond initially to a direct who pushes back in various ways to an instance of feedback.
The Part After Feedback - Chapter One - Part 2 (Hall Of Fame Guidance)
The conclusion of our guidance on how to respond initially to a direct who pushes back in various ways to an instance of feedback.
Feedback Doesn't Preclude - Chapter 1
Just saying, "Thank you," is an enormously powerful form of feedback.
Event Based Feedback
This guidance recommends how to give a lot of feedback about a specific event all at once.
Feedback on Status Reporting - Nothing is "Fine"
The common response to questions about status is, "Fine." This isn't acceptable or effective.
How To Address Social Media Abuse
This guidance tells you what to do when one of your directs spends too much time on social media.
How to Give Feedback About Attire
This cast describes how to give feedback about your employees' attire. Mark once was asked to adjudicate a discussion between two managers (one new, one experienced). The issue? “Should a manager give feedback about the clothes an employee is wearing?” Mark sided with the manager who said no, you shouldn’t. If you're surprised, listen in!
Project Status Reporting Simple Feedback - Part 1
This guidance describes how to give feedback on how you want projects reported on.
Project Status Reporting Simple Feedback - Part 2
This cast concludes our guidance on how to give feedback on how you want projects reported on.
How To Measure Feedback Implementation - Chapter 1 - Asking
How Directors can <em>easily</em> measure their subordinate manager's implementation of feedback.
Measuring Feedback - Chapter 2 - Overweight Top Performers - Part 1
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.
Measuring Feedback - Chapter 2 - Overweight Top Performers - Part 2
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.
Measuring Feedback Chapter 1 - Part 1
This guidance describes how to measure the amount of feedback you’re delivering to your directs.
Measuring Feedback Chapter 1 - Part 2
This cast concludes our guidance on how to measure the amount of feedback you’re delivering to your directs.
The Bridge Between Feedback And Coaching - Part 1
How to guide or help a direct when feedback doesn't work and coaching isn't necessary.
The Bridge Between Feedback And Coaching - Part 2
How to guide or help a direct when feedback doesn't work and coaching isn't necessary.
The Bridge Between Feedback And Coaching - Part 3
How to guide or help a direct when feedback doesn't work and coaching isn't necessary.
There Is No Magic In The Word Feedback
You don't have to say the word "feedback" to give feedback in the MT model. But we do recommend you ask first.
A Different Feedback Model Question
If you struggle with asking, "Can I give you some feedback?", there's another way.
Third Party Negative Feedback - How To Decide
This cast describes how to decide whether or not to give feedback to one of your directs based on someone else's input.