Giving feedback

Your employees want it, and you should too.

Stick to the facts.

You're not doing anyone a favor by avoiding conflict.

They help low performers but hurt high performers.

Yes. There are good reasons to differentiate between how you treat people. If you do it right, you’ll see the results in improved organizational performance. by Lauren Keller Johnson

by Christina Bielaszka-DuVernay

Larry was a mid- to senior-level employee at Overlook, a technology company. (Names have been changed.) I began to work with him while he was running a project to bring Overlook’s newest technology tool to the marketplace. Despite a number of obstacles, some of which came from inside Overlook, Larry delivered the product on time […]

by Paul Michelman

It requires a special approach.

The problem with common performance ratings.

It’s time for producers of entertainment—movie studios, broadcast and cable TV networks, video game makers, publishers, music labels—to change the way they launch and market their products. In entertainment markets, a sizable portion of revenue is typically generated by a small number of blockbuster movies, best-selling books, and hit songs. But even talented, experienced executives […]

Find out why they passed.

It can still be a positive experience for everyone.

If you have criticism to deliver, just cut to the chase.

Severing the link to compensation is the key to honest feedback.

What works in Stuttgart won't work in Shanghai.

First, see if you're the problem.

Avoiding confrontation makes things worse.

Five strategies to help in-demand mentors manage their time and energy.

As a full-timer, I often worked with outside contractors and made a point of giving them as much feedback as I gave, and sought from, my in-house colleagues. Now that I spend half my time as a contractor, I focus a lot on pleasing clients (see my previous post “Four Ways to Exceed Clients’ Expectations”). […]

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Your employees want it, and you should too.

Stick to the facts.

You're not doing anyone a favor by avoiding conflict.

They help low performers but hurt high performers.

Are you a good boss--or a great one? Get more of the management ideas you want, from the authors you trust, with "HBR's 10 Must Reads on Managing People...

Yes. There are good reasons to differentiate between how you treat people. If you do it right, you’ll see the results in improved organizational performance. by Lauren Keller Johnson

by Christina Bielaszka-DuVernay

Larry was a mid- to senior-level employee at Overlook, a technology company. (Names have been changed.) I began to work with him while he was running a project to bring Overlook’s newest technology tool to the marketplace. Despite a number of obstacles, some of which came from inside Overlook, Larry delivered the product on time […]

by Paul Michelman

It requires a special approach.