Manager Tools - Feedback

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 describes how to respond initially to a direct who pushes back in various ways to an instance of feedback.

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

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.

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.

This guidance recommends giving negative feedback only after a second instance, and only ON the second instance.

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 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.

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

Our guidance on how long to wait before giving negative feedback to a direct.

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

Our recommendations on what to do when you are feeling angry with your direct.

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.

This cast contains 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.

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

Our guidance for how to document the performance of your directs and your communications with them.

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?

This cast describes how to give negative feedback in an escalating way, over time, to improve performance.

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

In this cast, we share what do effective managers do when a direct disagrees with the feedback you give them.