Feedback Feed

In this podcast, Mike and Mark share a technique managers can use to give feedback to their team members.

In this podcast, Mike and Mark share a technique managers can use to give feedback to their team members.

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 [...]

This guidance describes whether or not to give feedback in public, or in private . . . or neither.

Part 2 of our guidance on what to do if your direct keeps saying no when you ask if they're open to feedback.

This guidance disagrees with the old notion of praise in public, criticize in private, and recommends more effective behaviors.

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 [...]

Part 2 of our guidance on how to document the performance of your directs and your communications with them.

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.

It's okay to tell your directs how you feel (within professional limits) when giving them feedback.

What to do when people are on their phones/laptops during meetings, or doing anything else counterproductive to the meeting.

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.

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.

Most managers have too high a standard for giving positive feedback. Here are some simple examples.

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

This guidance recommends how to give a lot of feedback about a specific event all at once.

This guidance tells you what to do when one of your directs spends too much time on social media.

This guidance describes how to give feedback on how you want projects reported on.

How Directors can <em>easily</em> measure their subordinate manager's implementation of feedback.

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.

This cast concludes our guidance on how to measure the amount of feedback you’re delivering to your directs.

How to guide or help a direct when feedback doesn't work and coaching isn't necessary.

You don't have to say the word "feedback" to give feedback in the MT model. But we do recommend you ask first.

This cast describes how to decide whether or not to give feedback to one of your directs based on someone else's input.