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The Manager's Guide to Employee Feedback by Glenn Devey

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Summary

In this chapter we have dealt with the less pleasant end of the feedback spectrum: delivering reprimands:

  • I've shared some of my own experiences and some examples of how not to do it, using Trevor and the team as a case study
  • You've picked up the DESC model, which is the last of the formal structures that I'm going to share with you in this book
  • You've had a chance to put the DESC model into practice

It's time to reflect again, so here are a couple of thought provokers for you:

  • How do you feel about delivering reprimands in the workplace?
  • If you've ever been on the receiving end of one or have witnessed one, what impact did it have?
  • If you've delivered one before, how well did it go?

In the next chapter, we're going to deal with the tricky subject ...

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