Giving too much feedback is counterproductive. People can’t fix what they can’t see. From time to time, it’s our job – as managers, teachers, parents and friends – to see for them. By providing eye-opening feedback, we eliminate some of the tunnel vision that keeps others from recognizing their personal or professional flaws. And while sharing negative feedback can be good news, we need to be particular about how much of it we share at once.
We like to claim that some institutions are “too big to fail.” Can the same be said of teams? Turns out that bigger isn’t always better, especially when it comes to team size. Not only can large teams put a freeze on workplace culture, they sometimes create silos that stifle collaboration and threaten a company’s ability to innovate and grow – all because of the magical number 150.
This is a book about giving feedback, but not the kind you’ve come to know and loathe. Whether it’s the feedback we give to employees and co-workers, teachers and students, or family and friends, we have a nagging suspicion that it’s ultimately going to fail. And you know what? We’re right. According to researchers, people apply just 30% of the feedback they receive. The rest is ignored, rejected, stonewalled, or mangled the moment it arrives. Even if they don’t dread feedback, the vast majority of people just aren’t interested in applying it… Read More