Cover of: Giving Feedback | Read Online

Giving Feedback Expert Solutions to Everyday Challenges (Pocket Mentor)

  • 154 Want to read
  • ·
  • 78 Currently reading

Published by Harvard Business School Press .
Written in English


  • Personnel & human resources management,
  • Performance Appraisal,
  • Personnel And Human Resources Management,
  • Business & Economics,
  • Business / Economics / Finance,
  • Business/Economics,
  • Leadership,
  • Development - Business Development,
  • Human Resources & Personnel Management,
  • Management - General,
  • Communication in management,
  • Communication in personnel management,
  • Interpersonal communication

Book details:

The Physical Object
Number of Pages75
ID Numbers
Open LibraryOL8493097M
ISBN 10142210348X
ISBN 109781422103487

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Giving Feedback for Medical Educators: Action research and professional learning in the setting of postgraduate medical education. Therefore giving effective feedback becomes critical. The objective of feedback conversation is to reinforce positive behavior or improve performance. The book provides a clear guidelines and difference between feedback, coaching and Providing feedback an toughest thing in professional and personal situations, that can make or break a relationship/5.   Most businesses concentrate on teaching their managers to give feedback, so this book primarily works from the other direction, learning to receive feedback in a manner that makes it productive/5. To truly be useful, feedback must be much more than this. And yet few of us are naturally receptive to what will help us most. This book helped me realize that part of the secret sauce of instituting a culture of feedback is helping ensure the feedback is understood and received in the right way. This one is a must-read for all team members.

  Take the stress out of giving feedback. To help your employees meet their goals and fulfill their potential, you need to provide them with regular feedback. As a manager in today's business world, you can't just tell your direct reports what to do: You need to help them make their own decisions. We may use feedback or suggestions submitted by the community without any restriction or obligation to provide compensation for them or keep them confidential. If you're not looking to give feedback but you need help with a specific issue, you can find answers to common questions in the Help Center.   How we give and receive feedback at Buffer. As with many of the things we do at Buffer, the way we give and receive feedback is a continuous work in progress as we experiment, learn and grow. Previously, the feedback process was more or less formalized in a process we call the mastermind. Each team member would meet with a team leader every two . The guidelines for giving constructive feedback fall into four categories: content, manner, timing, and frequency. Content In your first sentence, identify the topic or issue that the feedback .

Feedback is effective when the recipient is able to receive the information and adjust his or her behavior accordingly. Feedback is not criticism, condemnation or judgment. Feedback is critical for positive learning environments. Effective feedback arrives with the spirit of improvement of the individual and the team. Giving feedback is a delicate matter, and it can easily derail relationships. This is especially true when a power dynamic is involved. Barnes has seen a number of managers who are completely oblivious to a direct report’s anxiety or concerns. Bad communication is always at the root.   Don’t treat feedback the same as you would a review. In most cases, when someone asks you for feedback, you’re looking at a work-in-progress, not a finished product. Giving feedback is about finding ways to suggest improvements, not declaring the work flawed and walking away. Share your ideas and tips. dealingwith the feedback as information that may have great value to us if we can let it in and effectively use it. 14 3 NTL Reading Book For Human Relations Training, NTL Institute, Alexandria, VA. GIVING AND RECEIVING FEEDBACK; IT WILL NEVER BE EASY, BUT IT CAN BE BETTER3 Larry Porter.