Giving and Receiving Performance Feedback
If you dread delivering performance reviews and you know the people getting reviewed dread it the same way, prepare them and yourself with this quick read that makes a convincing case for the necessity of balanced feeback. All you'll need to do is tag half a dozen pages with post-it notes and pass this book around to your direct reports before the next round of reviews.
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The Good News and the Bad News
Making Performance Feedback Meaningful 7
Feedback Perspectives 25
Feedback Consequences 39
SelfDirected Feedback 93
Performance Feedback Planner 135
Organizational and Personal Goals 145
A Look Ahead 153
Other editions - View all
360-degree feedback accept Aesop ance feedback annual performance review become behaviors career communications concerning develop developmental direct reports effect example Excellent Comments factors Fair Good Excellent feedback control panel feedback needs feedback sources feel Figure focus formalized feedback system formance give giver hear identify important improve individual informal recognition KA-BOOMers levels of performance look negative feedback negatively based opportunity organization overall people's perceived perceptions perceptual barriers perform their jobs performance evaluation performance feedback planner performance feedback process performance feedback system performance rating person's performance perspective Poor Fair positive feedback potential problems providing feedback providing performance feedback Pygmalion effect Quadrant receive feedback receive performance feedback reinforce responsibilities Said/Heard—Meant/Felt seek feedback self-concepts self-directed feedback control self-directed feedback matrix self-directed feedback process self-perceptions shoot the messenger Skill-Building Questions skills someone subordinates supervisor team feedback Team member type of feedback typically understand upward feedback