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The Manager's Guide to Employee Feedback by Glenn Devey

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Specific

Our third principle nicely complements the previous two, although it's more of a guide to how to construct your feedback as opposed to what to include in it. Being specific means that you use detailed, concise words and phrases as opposed to generalized, abstract descriptions. If you followed the previous section and used activity and results, that's great. This rule is about being as precise as possible when you are giving feedback and throughout the conversation. If you follow this rule:

  • The receiver will be less inclined to dispute or refuse the observation, as your observation will be more closely aligned with their recollection
  • It becomes easier to discuss what needs to happen instead of debating what did happen
  • You will earn more respect ...

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