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T
o maintain or improve organizational performance, business leaders often reach for feedback. But feedback is a word and a practice that often inspires anxiety, frustration, and confusion. Instead of feedback being used effectively to highlight possibilities, in many teams it’s a practice that happens a few times a year and people try to ‘get through’ it as quickly as possible. This not only incurs a loss of investment; more importantly it leads to missed opportunities for people to grow and an organization to perform s
ainably. When conducting the research for my book Can I Offer You Something? I discovered that