Download Fast Feedback by Bruce Tulgan PDF

By Bruce Tulgan

Quickly stands for common, actual, particular and well timed, and speedy suggestions is a brand new method of functionality assessment in sync with state-of-the-art fast moving, speedily altering place of work. quick can be utilized along side or instead to 6 and twelve month experiences. speedy hyperlinks education without delay with ongoing functionality overview through maintaining staff in a continuing suggestions loop. there are various how one can enforce quickly suggestions on your association, together with the customizable types integrated during this pocket consultant.

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Yes. b. Not as much as I should have. c. No, that wasn’t the point of the feedback. 10. When giving feedback, did you define any concrete action steps—goals, deadlines, parameters? a. Yes. b. Not as much as I should have. c. No, that wasn’t the point of the feedback. 11. Did the person undertake any specific concrete actions as a result of your feedback? a. Yes. b. I don’t know. c. No. ➥ ➦ FAST FEEDBACK SELFEVALUATION ▲FAST FEEDB ACK 12. When do you plan to communicate again with this person about the tasks, responsibilities, or projectrelated subjects that were the focus of this feedback?

ANALYSIS. This is an example of a feedback relationship that is so unbalanced it results in inaccurate information; it also probably gives the employee a misleading picture of the manager’s actual evaluation of his performance. “No word is good word” doesn’t cut it anymore. Employees need to know exactly what they are doing right so they can repeat their successes, just as they need to know what they are doing wrong so they can avoid repeating mistakes. The manager in this case may not realize how much damage he is doing to the employee’s morale.

In viewing this case, we might say that the manager should be more specific and explain from the start precisely what the letter should say—that he needs to delegate a concrete goal with clear parameters. Yet this manager seems unclear about those parameters himself. He keeps changing his mind, requesting additions and revisions, using the employee like a puppet to play out a creative process that he should work through on his own. He is, above all, entirely too tangled up in the employee’s tasks and responsibilities: her work and his work are not clearly delineated.

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