Feedback — both positive and negative — is essential to helping managers enhance their best qualities and address their worst so they can excel at leading. Strengths-based development can, unfortunately, lull people into believing there are no areas in which they need to improve. So instead of encouraging people to avoid negative feedback, we should focus on how to deliver it in ways that minimize the fight-or-flight response. One approach is called Situation-Behavior-Impact (SBI). Fee...| Harvard Business Review
Bernard describes how a high-performing, fun-loving team began to unravel when a new member joined who wasn’t delivering on their commitments. Instead of addressing the performance issue directly, team members started picking up the slack, avoiding the difficult conversation that needed to happen. As morale dropped and people checked out, Bernard realized the team was … Continue reading Bernard Agrest: Avoiding Hard Conversations—When High-Performing Agile Teams Self-Destruct| Scrum Master Toolbox Podcast
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How to navigate PIPs effectively? When to initiate, how to document, and ensuring fairness while managing underperformance.| Yusuf Aytas
It’s performance review season, and you know the drill. Drag each of your direct reports into a conference room for a one-on-one, hand them an official-looking document, and then start in with the same, tired conversation. Say some positive things about what the employee is good at, then some unpleasant things about what he’s not […]| Harvard Business Review
And they fear giving feedback.| Harvard Business Review
Even though self-awareness—knowing who we are and how we’re seen—is important for job performance, career success, and leadership effectiveness, it’s in remarkably short supply in today’s workplace. Researchers have found that although 95% of people think they’re self-aware, only 10 to 15% actually are. Un-self-aware colleagues aren’t just frustrating; they can cut a team’s chances of success in half and lead to increased stress, decreased motivation, and higher turnover. So h...| Harvard Business Review