Giving and receiving feedback involves a complex set of interpersonal dynamics, managing the ‘gives’ and ‘takes’ between the intentions and desires of two different individuals. In this post I’ll share some upon how to handle some common situations encountered when giving and receiving feedback between you and your peers. Let’s get started.
Knowing how to receive feedback is half the battle. The receiver has a responsibility to be mindful of the context of the feedback, as well as self-aware of his or her own biases. This post will expand on the dynamics and awareness required to effectively receive feedback; including: Defensive Triggers Blind Spots Context & Intentions System Dynamics Content credit for…
Last post I covered the importance of feedback. In this post, I’ll share with you some of the best frameworks I’ve found for giving feedback; including: One Minute Manager, by Ken Blanchard Google’s SBI Model Thanks for the Feedback, by Douglas Stone and Sheila Heen Let’s get started..
As a manager and team player, feedback is one of the highest-leverage activities you can use to achieve and sustain high performance. Giving feedback empowers others to identify ways to improve the quality of their work. Receiving feedback demonstrates humility and your commitment to your own personal growth.