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Fixing Feedback

Book Description

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.

Table of Contents

  1. About the Author
  2. Acknowledgements
  3. Introduction
  4. Chapter 1: Feedback is broken
    1. It's all about your people
    2. The people noise is loud
    3. Time poverty — a growing phenomenon
    4. Matrix structures add complexity
    5. Performance reviews are not working
    6. It's time to move to the future
    7. Remarkable leaders
    8. Fixing feedback
  5. Chapter 2: The cost of poor communication
    1. B2B needs more H2H
  6. Chapter 3: Why don't we have the conversation?
    1. Reasons for avoiding feedback conversations (or having them poorly)
    2. What makes feedback conversations so difficult?
    3. Not all feedback is helpful
    4. ‘Positive’
    5. ‘Negative’
  7. Chapter 4: Understanding the ‘real truth’
    1. Honesty versus verbal assassination
    2. Opinions are not facts
    3. Speculation kills outcomes
    4. Ruminating all over yourself
    5. Yoursations are not conversations
    6. Silence is not permission
    7. Your truth is not the ‘real truth’
  8. Chapter 5: Having the conversation
    1. 1. State the issue (the purpose)
    2. 2. Provide examples
    3. 3. Share your opinions and/or feelings
    4. 4. Clarify what is at stake
    5. 5. Identify your contribution
    6. 6. Indicate your intent to resolve (but do not problem-solve)
    7. 7. Ask for their perspective
    8. The ideal method
    9. The right place at the right time
    10. Location, location
    11. Conflict is good
    12. Managing your relationship to conflict
    13. Your body language has a profound effect … on you!
  9. Chapter 6: It's all about safety
    1. Are you a fighter or a flighter?
    2. What to look for when the FIGHT response has been triggered
    3. What to look for when the FLIGHT response has been triggered
    4. Looking in the mirror
    5. No respect = no point
    6. No agreement = no point
    7. Techniques to restore safety
    8. 1. Apologise, when appropriate
    9. 2. Make your comments about do and don'ts
    10. 3. Gain agreement
    11. 4. Ask what is going on
    12. 5. Get on the same page
    13. 6. Make silence your friend
    14. 7. Validate their feelings
    15. When stalling is a good thing
    16. Managing stress
  10. Chapter 7: Own your stuff
    1. Everyone has a story
    2. Above the surface
    3. Under the surface
    4. Beware of the Drama Triangle
    5. The Victim
    6. The Rescuer
    7. The Perpetrator
    8. Why we don't receive well
    9. Ego is a dirty word
    10. Pride and humility
  11. Chapter 8: The Board of Directors in your head
    1. The ten directors
    2. 1. Blamers
    3. 2. All About Me-ers
    4. 3. Black-and-White Thinkers
    5. 4. Negative Thinkers
    6. 5. Catastrophisers and Minimisers (C&Ms)
    7. 6. Always Righties
    8. 7. The Powerless
    9. 8. Perfectionists
    10. 9. Labellers
    11. 10. The Entitled
    12. People are not aware of their BOD thinking habits
    13. BOD thinking leads to poor decisions
    14. BOD thinking leads to poor relationships
  12. Chapter 9: Climb out of the thinking trap
    1. Stay in your lane
    2. Learn to recognise and replace your thinking
    3. Smile
    4. Build a community of positive people
    5. Feed the good wolf
    6. Look for the gift
    7. Meditate or do yoga
    8. Build gratitude into your life
    9. Seek advice
    10. Get healthy
    11. Be careful of comparison
  13. Chapter 10: Embedding ‘remarkable’ in your organisation
    1. Driving change and finding your flow
    2. Make the decision
    3. Educate with impact
    4. Structure to remember
    5. Measure consistently
    6. What is working that we can amplify and do more of?
    7. What is not working that we could change, put somewhere else, do more of, or eliminate altogether?
    8. Accountability with rigour
  14. Chapter 11: Do the work
    1. There's work to be done. Do the work!
  15. Index
  16. Advert
  17. EULA