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
Table of Contents:
  • 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?
  • 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)
  • 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
  • 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
  • 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