Chapter Five: Get Feedback
Feedback. You wear this managerial tool like a gun on your hip. Any time, any place you see something wrong at the workplace, you are ready and willing to let the peons know exactly . . . . . 114 . . . . . where they slipped up. You love to give feedback. Many times, it just rolls off your tongue without even having to think about it. Even in situations where other managers have no feedback to give, you somehow are able to identify errant behavior.
When you are on a roll, the words magically seem to penetrate the mind of your subordinates, and you can almost physically see the change in their behavior. Sometimes ...
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