Feedback is one of those words that, for some reason, produce mixed emotions depending on the context is heard. Hearing about feedback and immediately lumping it into positive or negative is part of the same movement. We think of it as something that can lift us up or sink us to the bottom of the ocean when in reality, feedback is information to help us do a better job. Today, we go deeper into one of the 5 reasons we are losing our people, mentioned in the previous episode; we delve into providing sincere and specific feedback on results. We explore the different ways to do it, the massive impact of making feedback an everyday practice in our company, and what we need to have in place before providing feedback to one of our team members. We also go through how often we should give feedback and the importance of being specific and sincere. I also share two examples of my own experience giving feedback, one done brilliantly, and the other one not so much. In This Episode, You Will Learn:Great players want to be told the truth. How should we treat our teams when offering feedback (2:27)Why measurement is crucial to provide high-quality feedback (4:34)How often we should give feedback (7:01)What is the sensation of receiving honest and specific feedback, and what it produces in our employees (11:28)Two examples of providing feedback that taught me a lot (13:53)Why feedback shouldn't sound like someone else's words or like mere data display (19:15)Resources:Quote: Glenn "Doc" Rivers - "Average players want to be left alone. Good players want to be coached. Great players want to be told the truth."Quote: Ed Batista - "Make feedback normal. Not a performance review."Let's Connect!WebsiteLinkedInInstagram FacebookEmail: clint@flavorofleadership.com Hosted on Acast. See acast.com/privacy for more information.