The conclusion of our guidance recommending giving more positive (and then negative) feedback to a manager's top performers, rather than trying to spread feedback out equally.

The conclusion of our guidance recommending giving more positive (and then negative) feedback to a manager's top performers, rather than trying to spread feedback out equally.

How Directors can

This cast concludes our guidance on how to give feedback on how you want projects reported on.

This guidance describes how to give feedback on how you want projects reported on.

This cast describes how to give feedback about your employees' attire.

This guidance tells you what to do when one of your directs spends too much time on social media.

The common response to questions about status is, "Fine." This isn't acceptable or effective.

This guidance recommends how to give a lot of feedback about a specific event all at once.

Just saying, "Thank you," is an enormously powerful form of feedback.

This cast describes how to decide whether or not to give feedback to one of your directs based on someone else's input.

The conclusion of our guidance on how to respond initially to a direct who pushes back in various ways to an instance of feedback.

This guidance describes how to respond initially to a direct who pushes back in various ways to an instance of feedback.

Most managers have too high a standard for giving positive feedback. Here are some simple examples.

This guidance recommends what to do when a direct would get positive feedback but it's not yet time for it in the Trinity Rollout Process.

This guidance recommends what to do when a direct would get negative feedback but it's not yet time for it in the Trinity Rollout Process.

This guidance recommends giving negative feedback only after a second instance, and only ON the second instance.

This cast concludes our conversation on some situations where feedback isn't appropriate, because the error/mistake/infraction is so egregious, encouragement of effective future behavior isn't enough.

This cast describes some situations where feedback isn't appropriate, because the error/mistake/infraction is so egregious, encouragement of effective future behavior isn't enough.

What to do when people are on their phones/laptops during meetings, or doing anything else counterproductive to the meeting.

Our guidance on how long to wait before giving negative feedback to a direct.

If you struggle with asking, "Can I give you some feedback?", there's another way.

It's okay to tell your directs how you feel (within professional limits) when giving them feedback.

Our recommendations on what to do when you are feeling angry with your direct.

This cast concludes our guidance on what to do and why when directs want to describe why they did what they did when you have given them negative feedback.

This cast contains our guidance on what to do and why when directs want to describe why they did what they did when you have given them negative feedback.

Part 2 of our guidance on how to document the performance of your directs and your communications with them.

Our guidance for how to document the performance of your directs and your communications with them.

What do we do when we've tried giving negative feedback but it doesn't seem to be working? We've given repeated instances of feedback, and yet we don't see a change in a direct's behavior?

This cast describes how to give negative feedback in an escalating way, over time, to improve performance.

This guidance disagrees with the old notion of praise in public, criticize in private, and recommends more effective behaviors.

In this cast, we share what do effective managers do when a direct disagrees with the feedback you give them.

You don't have to say the word "feedback" to give feedback in the MT model. But we do recommend you ask first.

Part 2 of our guidance on what to do if your direct keeps saying no when you ask if they're open to feedback.

Part 1 of our guidance on what to do if your direct keeps saying no when you ask if they're open to feedback.

This guidance describes whether or not to give feedback in public, or in private . . . or neither.

This cast describes WHEN to give feedback. How fast is too fast? How slow is too slow?

This cast describes behaviors for managers to engage in to ensure that they deliver feedback ethically and professionally.

We've gotten a great many questions, comments, and kudos for our show in July on the Feedback Model. Many listeners are discovering the power of feedback, of taking it out of the realm of the rare and into the stream of the every day. Not to sound repetitive, but most managers see feedback as akin to holding their breath - waiting as long as possible, and then creating a lot of sound and often fury. The Feedback Model tells us to see feedback like breathing - so regular as to become unnoticed.

This show describes The Feedback Model's inclusion in the Management Trinity.

Introduction to the Manager Tools Feedback feed.

Part 3 of our guidance on how to guide or help a direct when feedback doesn't work and coaching isn't necessary.

Part 2 of our guidance on how to guide or help a direct when feedback doesn't work and coaching isn't necessary.

Part 1 of our guidance on how to guide or help a direct when feedback doesn't work and coaching isn't necessary.

This cast concludes our guidance on how to measure the amount of feedback you're delivering to your directs.

This cast concludes our guidance on how to measure the amount of feedback you're delivering to your directs.

Part 1 of our guidance describing the most effective method of letting your directs know how they are performing: Feedback. Feedback shows someone the impact of their behavior, allowing them to change ineffective actions or continue doing things that help the team achieve its goals.