Fixing feedback /

Feedback is broken -- here's how to fix it to create a highly engaged workplace with high performing leaders and employees"Fixing Feedback" is not just another management book -- it's a smart, refreshing, practical guide to feedback in the workplace. Everyone already knows how im...

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Bibliographic Details
Main Author: Murch, Georgia (Author)
Format: eBook
Published: Milton, Qld. : Wiley, 2016.
Online Access:CONNECT
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520 8 |a Feedback is broken -- here's how to fix it to create a highly engaged workplace with high performing leaders and employees"Fixing Feedback" is not just another management book -- it's a smart, refreshing, practical guide to feedback in the workplace. Everyone already knows how important feedback is, and we all know we should be giving it and receiving it regularly -- yet we still do it poorly or avoid it entirely. This book shows you "how" to do it right. You'll learn what exactly constitutes useful feedback, how to deliver it effectively, how to receive it gracefully and how to use it to strengthen yourself, your team and your business. You'll learn critical communication skills that you can put into practice today, and get on track to building a "feedback culture" that results in highly engaged, highly productive employees. The way you communicate dictates how you build relationships and make decisions. It's the difference between being remarkable and being a d ck. Poor communication is a major force driving feedback into the ground, and it can be extremely costly for the company as a whole. This book shows you how to turn the ship around by making feedback a meaningful -- and "welcome"--Part of your everyday workflow and overall company culture. Understand "remarkable feedback," and how it changes people and workplaces Self-assess your communication style and gauge the impact it has on others Deliver meaningful feedback using a set of pragmatic tools and techniques Confront the personal issues that prevent you from effectively receiving feedback Learn what organisations need to drive to create a 'feedback culture'When organisations fail to grasp the importance of investing in their people effectively, employees disengage. Building a meaningful feedback culture, on the other hand, makes your organisation a place where people "want" to work, "want" to achieve and "want" to be the best. It's all about effective communication. "Fixing Feedback" provides no-nonsense guidance toward equipping your people to succeed. 
504 |a Includes bibliographical references and index. 
505 0 |a Intro; Fixing Feedback; Contents; About the author; Acknowledgements; Introduction; Feedback cultures matter; Deloitte's get it; Netflix and Bridgewater are the best because of it; Zappos knows it; Brene Brown can prove it; Chapter 1 Feedback is broken; It's all about your people; The people noise is loud; Time poverty -- a growing phenomenon; Matrix structures add complexity; Performance reviews are not working; It's time to move to the future; Remarkable leaders; Fixing feedback; Chapter 2 The cost of poor communication; B2B needs more H2H; Chapter 3 Why don't we have the conversation? 
505 8 |a Reasons for avoiding feedback conversations (or having them poorly)What makes feedback conversations so difficult?; Not all feedback is helpful; 'Positive'; 'Negative'; Chapter 4 Understanding the 'real truth'; Honesty versus verbal assassination; Opinions are not facts; Speculation kills outcomes; Ruminating all over yourself; Yoursations are not conversations; Silence is not permission; Your truth is not the 'real truth'; Chapter 5 Having the conversation; 1. State the issue (the purpose); 2. Share your intent (do not problem solve); 3. Provide examples (high level only) 
505 8 |a 4. Share your opinions and/or feelings5. Clarify what is at stake; 6. Identify your contribution; 7. Repeat your intent (from point 2); 8. Ask for their perspective; The ideal method; The right place at the right time; Location, location; Conflict is good; Managing your relationship to conflict; Your body language has a profound effect ... on you!; Chapter 6 It's all about safety; Are you a fighter or a flighter?; What to look for when the FIGHT response has been triggered; What to look for when the FLIGHT response has been triggered; Looking in the mirror; No respect = no point 
505 8 |a No agreement = no pointTechniques to restore safety; 1. Apologise, when appropriate; 2. Make your comments about do and don'ts; 3. Gain agreement; 4. Ask what is going on; 5. Get on the same page; 6. Make silence your friend; 7. Validate their feelings; When stalling is a good thing; Managing stress; Chapter 7 Own your stuff; Everyone has a story; Above the surface; Under the surface; Beware of the Drama Triangle; The Victim; The Rescuer; The Perpetrator; Why we don't receive well; Ego is a dirty word; Pride and humility; Chapter 8 The Board of Directors in your head; The ten directors 
505 8 |a 1. Blamers2. All About Me-ers; 3. Black-and-White Thinkers; 4. Negative Thinkers; 5. Catastrophisers and Minimisers (C&Ms); 6. Always Righties; 7. The Powerless; 8. Perfectionists; 9. Labellers; 10. The Entitled; People are not aware of their BOD thinking habits; BOD thinking leads to poor decisions; BOD thinking leads to poor relationships; Chapter 9 Climb out of the thinking trap; Stay in your lane; Learn to recognise and replace your thinking; Smile; Build a community of positive people; Feed the good wolf; Look for the gift; Meditate or do yoga; Build gratitude into your life; Seek advice 
590 |a O'Reilly Online Learning Platform: Academic Edition (SAML SSO Access) 
650 0 |a Feedback (Psychology) 
650 0 |a Interpersonal communication. 
650 0 |a Communication in personnel management. 
650 0 |a Communication in organizations. 
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