Why Do I Have To Wait To Give Feedback? - Part 1

You're at capacity, and your boss walks in with one more big assignment. The instinct is to defend your plate, ask what can come off, or quietly hope nobody notices what slips. Each of those hands the problem back. This cast gives the short answer to The Juggling Koan. For individual managers and full leadership teams visit www.manager-tools.com/ecc. Register for an upcoming Effective Manager Conference at manager-tools.com/emc

One of the stupid mistakes that almost all organizations have made over the past 50 years is separating performance from "behavior." The modern organizational language has "behavior" separate from performance. Which is dumb. Don't miss your opportunity www.manager-tools.com/london

One of the stupid mistakes that almost all organizations have made over the past 50 years is separating performance from "behavior." The modern organizational language has "behavior" separate from performance. Which is dumb. Don't use location as an excuse join us virtually find out what is coming up! https://www.manager-tools.com/conferences-individuals-increase-your-effectiveness

Feedback is about behavior. It's not a personal attack. Available in person or virtual, join us at an Effective Manager Conference: www.manager-tools.com/emc

One of the most frequently asked questions we get about feedback is why we recommend waiting to give feedback until after you have started One On Ones. It's a reasonable question. But the answer is simple: it's dangerous not to wait, and it works better to wait. Join us in London or Bring Manager Tools to your team in Europe. Find out more information at www.manager-tools.com/london

One of the most frequently asked questions we get about feedback is why we recommend waiting to give feedback until after you have started One On Ones. It's a reasonable question. But the answer is simple: it's dangerous not to wait, and it works better to wait. Find out how to bring Manager Tools to your organization. Contact us at manager-tools.com/customized-training-and-events. Make great hires with our Effective Hiring Manager Conference: www.manager-tools.com/ehmc

When you become a manager, you start getting exposed to systems, processes, and principles that organizations rely on or understand to help them succeed. One of those hidden principles that too few managers and executives understand is the Principle of Sub-Optimization. For individual managers and full leadership teams visit www.manager-tools.com/ecc. Register for an upcoming virtual Effective Manager Confeat manager-tools.com/emc

When you become a manager, you start getting exposed to systems, processes, and principles that organizations rely on or understand to help them succeed. One of those hidden principles that too few managers and executives understand is the Principle of Sub-Optimization. Find our next conference at manager-tools.com/emc. Learn that common language using MTDISC: www.manager-tools.com/mtdisc

If your directs aren't managers, they may not know the core principles behind giving feedback. They won't know how to give peer feedback. But you can teach them.

Giving effective feedback is one of the hardest tasks for managers. Feedback isn't hard to understand. We know we need to give it. But too many of us don't understand feedback's first rule: it's about future behavior.