Effective Feedback is About the Future

The title is lifted verbatim from the tenets of Manager Tools, and the brilliant minds of Mark Horstman and Michael Auzenne. I encourage you to go to the source if you want to go deeper.

But the short version is this:

Any feedback on any behavior is most helpful to the individual and the organization if it is

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Beware acting while stressed…

Decades ago, Walter Wangerin wrote a brilliant story about the way our approach can make a big difference in the lives of others – it was the main influencer of my credo “Everything you do makes a person’s day better or worse.  What are you going to do with that power?”

It’s called Edification/Demolition, you can read it in 3 minutes, and it’s here: http://www.simpleacts.org/capsules/edification.htm

The format of that story — same setting, two different kinds of experiences — has been replicated in my life.  Almost eerie, but cool.  So – my real-life version follows.

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Things successful leaders avoid saying (Part 2)

Last week, I raised up the value of the principles in “Drive” by Dan Pink.  If, as research has shown, people are motivated by autonomy, then there is a class of words we ought to avoid, as they can crush autonomy.  These may include “ought,” or “must,” but let’s focus on the one that seems to pass judgement:

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