Part 2 in our Great Performance Series: Deliver Great, Actionable Feedback (and feeling good about it)
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In last week’s post we talked about the three primary reasons that people don’t perform as you’d hope or expect them to. Today we will discuss how to have forthcoming conversations with people about their performance. I thought this might be a good time as many organizations are in their performance calibration and evaluation time. And these evaluation conversations can be consequential to the team member and anxiety-inducing for the boss. As a result, sometimes we don’t show up in this process as powerfully as we can.
Part 2 in our Great Performance Series: Deliver Great, Actionable Feedback (and feeling good about it)
Part 2 in our Great Performance Series…
Part 2 in our Great Performance Series: Deliver Great, Actionable Feedback (and feeling good about it)
In last week’s post we talked about the three primary reasons that people don’t perform as you’d hope or expect them to. Today we will discuss how to have forthcoming conversations with people about their performance. I thought this might be a good time as many organizations are in their performance calibration and evaluation time. And these evaluation conversations can be consequential to the team member and anxiety-inducing for the boss. As a result, sometimes we don’t show up in this process as powerfully as we can.