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Verbal Feedback


Action: Train managers to separate constructive feedback and positive reinforcement. Ditch the feedback sandwich (giving negative feedback surrounded by positive feedback).



Action: To improve manager feedback, ensure managers keep track of their team members key performance episodes, projects, and milestones. 


Action: Train managers to give feedback immediately following a performance event. 



Action: Preface feedback with the following 19-word sentence to make your feedback 40% more effective: "I'm giving you these comments because I have very high expectations and I know that you can reach them."


Action: Create a culture of asking for feedback. Start the momentum by having all managers ask for feedback from their peers and team members during 1:1's. Then encourage all team members to ask for feedback closely following a workplace event (ex: a meeting, a presentation, etc...) from one or multiple peers. 


Action: Train managers to schedule, conduct and keep weekly 1:1's with each of their team members.  

Performance Management

Action: [Inspired by Deloitte] At the end of every project, or once a quarter, ask managers 4 questions about their team members:

  1. Given what I know of this person's performance, and if it were my money, I would award this person the highest possible compensation increase and bonus [Answer Option: Five-point scale from "strongly agree" to "strongly disagree"].

  2. Given what I know of this person's performance, I would always want him or her on my team [Answer Option: Five-point scale from "strongly agree" to "strongly disagree"].

  3. This person is at risk for low performance [Answer Option: Yes/No].

  4. This person is ready for a promotion today [Answer Option: Yes/No].

After you've asked these 4 questions, validate this feedback with two objective performance measures. For example, for sales reps, measure calls and revenue. 




Action: Learn from success and investigate the root causes of high performance. When a win is achieved, investigate what led to it with the same rigor that applies to understanding the causes of failure. 



Action: Set goals on Monday.

Action: Set SMART goals. Goals must be specific and challenging but realistic. 



Action: Goal monitoring is just as important as goal setting. Physically record and track progress to encourage goal monitoring. Make goals and progress public and visible. 

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