Chapter 3. Addressing Specific Performance Issues
"You can't blame people for doing stuff you didn't tell them they couldn't do." | ||
| --David Sandler | ||
Having learned the general feedback principles and how to apply them throughout the year in Chapter 2, Delivering Balanced Feedback, you're now going to learn how to provide feedback based on a specific and instantaneous event; for example, an outcome or piece of behavior that you have observed in the workplace. Of course, timing will be extremely important in this feedback model, and put simply, it's a question of the sooner the better. Hopefully, you will be able to catch your staff doing great things around the office; in which case, this model can be used. But there will also be times when something ...
Get The Manager's Guide to Employee Feedback now with the O’Reilly learning platform.
O’Reilly members experience books, live events, courses curated by job role, and more from O’Reilly and nearly 200 top publishers.
