Over the years, I’ve asked hundreds of executive students what skills they believe are essential for leaders. “The ability to give tough feedback” comes up frequently. But what exactly is “tough feedback”? The phrase connotes bad news, like when you have to tell a team member that they’ve screwed up on something important. Tough also signifies the way we think we need to be when giving negative feedback: firm, resolute, and unyielding.
To get a feel for what this looks like in practice, I juxtapose two feedback conversations that occurred following a workplace conflict. MJ Paulitz, a physical therapist in the Pacific Northwest, was treating a hospital patient one day when a fellow staff member paged her. Following procedure, she excused herself and stepped out of the treatment room to respond to the page.
The reason why we have unions, it always the people that must change and not the job role, not company, and not the processes employed in the function. Underperformance needs to be owned by the company as it does not just happen overnight.
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The challenge ahead is to build a Synocracy Civilization; a form of natural consciousness strength delegation in relationship to co-operative group creative endeavors and sociological organization, and is an egalitarian creation of life principle.
I completely agree. I recently wrote an article titled 'Decommissioning the Human Robot' and it focused on just that. We must engage our people up front.
Your advice are for robot that you can tune Humans are not like whatyou are saying Your are so full of it
Hi.. nice to meet you..
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