Index

ability, praising effort vs., 76

action plans, 29, 40–41, 45–53

—follow-up on, 48, 49–51

—self-assessment and, 52–53

—specifying next steps in, 45–48

appreciation, 5, 14, 45–46, 64–65, 75–76. See also positive feedback

attention, 24, 37–38

attitudes, changing, 18–19, 21–22

 

behavioral change, 18–19, 57–69

—action plans for, 46–48

—reinforcing positive behavior and, 49, 50, 66

body language, 37–38

boss, giving feedback to your, 66–69

 

calmness, maintaining, 15, 24, 40, 60, 62

career development, 5, 14

—positive feedback and, 45–46

change,

—behavioral, 18–19, 57–69

—commitment to, 48, 68–69, 77

—inability to, 9, 50–51

—factors that can’t be changed and, 15, 18–19

—implementing. See action plans

coaching, 21–22, 45–46

communication

—clarifying understanding in, 38, 39–40, 47–48, 51

—with defensive people, 60–64

—dialogue, 36–42

—example of constructive feedback, 5–6

—feedback discussions, 27–42

—fostering open, 5, 74, 78

—initiating, 32–36

—listening in, 28–29, 37, 39–40

—logistics of, 29, 32

—with noncommunicators, 57–58

—nonverbal, 37–38

—styles, 34

—two-way, 7

consequences, 47, 51

context, 7, 33

constructive feedback. See corrective feedback

corrective feedback

—action plans with, 46–48

—with your boss, 66–69

—dialogue in, 36–38, 42

—follow-up after, 49–51

—identifying the right situations for, 14–19

—planning for, 27–32

—receiving, 40–41

—signals you send in, 33

—star performers and, 64–66

—timing of, 7, 20–24

—volatile encounters and, 59–64

criticism, 27, 41, 59, 76

cultural differences, 35

 

defensiveness, 37–38, 40, 59–64

difficult situations, 57–69

—giving feedback to your boss, 66–69

—lack of progress, 50–51

—with noncommunicators, 57–58

—with star performers, 64–66

—volatile encounters, 59–64

discussion plans, 28–29

documentation, 51

Dweck, Carol, 76

 

effort, praising, 76

emotions, 15, 24

—defensiveness, 37–38, 40, 59–64

—maintaining calm, 15, 24, 40, 60, 62

—managing volatile, 15, 59–64

—monitoring your, 37–38

empathy, 34–35, 65

empowerment, 77–79

expectations

—of feedback, 14

—realistic, 7

setting clear, 77–78

 

fear, 4, 8–9

feedback

—additional measures if no results following, 50–51

—coaching vs., 21–22

—conducting a discussion, 27–42

—creating a climate receptive to, 73–79

—as dialogue, 36–42

—in difficult situations, 57–69

—eliciting, 65–66, 74

—evaluating, 52–53

—examples of, 5–6, 20, 23–24, 35–36

—fear of giving, 4, 8–9

—giving notice of, 29, 32

—implementing. See action plans

—importance of, 3–9

—initiating, 32–36

—ongoing process of, 13, 16, 53, 66, 73–74

—as a priority, 73–74

—qualities of effective, 7–8

—receiving openly, 38, 39–41

—situations benefiting from, 14

—situations damaged by, 15–16

—timing of, 7, 20–24, 30, 32

—when to give, 13–24

follow-up, 7, 48, 49–51, 53

 

goals

—in action plans, 45–48

—clarifying, 47–48

—of feedback, 27, 29, 31

—setting clear expectations and, 77–78

—time frames for, 48

 

habits, 18–19, 21–22

high performers, 64–66

human resources, 51

 

implementation. See action plans

incentives, 46

information gathering, 28, 67

intentions in giving feedback, 39–40

interruptions, 34

 

job skills, 18–19, 45–46, 76

 

learning, 5, 18–19, 40

listening, 28–29, 37

—in receiving feedback, 39–41

 

modeling feedback behavior, 74

motivation, 5, 23, 46

—for feedback, 16–17

 

negative feedback. See corrective feedback

noncommunicators, 57–58

nonverbal communication, 37–38

note taking, 32, 51

 

objectivity, 28

organizational culture, 73–79

 

performance evaluation, 4, 20

—feedback distinguished from, 21–22

—self-assessment of feedback process, 52–53

personality traits, 18–19, 58

personal preferences, 15, 16–17

pettiness, perceived, 16–17

planning, 23–24, 27–32

—for feedback to your boss, 67–68

—for volatile encounters, 60–61

points of view, 7, 34

—defensiveness and, 59–64

—drawing out noncommunicators’, 58

—encouraging others to explain their, 37–38

—receiving feedback and, 39–40

positive feedback, 4, 9, 16

—action plans with, 45–46

—dialogue in, 36–37

—early signals you send in, 33

—follow-up after, 49

—giving publicly, 75–76

—for high performers, 66

—as ongoing process, 73–74

—with uncommunicative people, 57–58

praise, 51, 76

preparation. See planning

problem behavior, 14, 57–64, 66–69

—addressing, when it’s your boss, 66–67

—changing, 18–19

—identifying core issues in, 38

—noncommunicators and, 57–58

—volatile situations, 59–64

productivity, 3–4

progress tracking, 49–50

punishment, 47, 51

 

questions

—asking open-ended, 58

—encouraging, 78

 

rapport, 5, 23

receptive climate for feedback, creating a, 73–79

relationships, 3–4

—fear of damaging with feedback, 4, 8–9

—receiving feedback and, 39–41

—strengthening, 5

respect, 7

room setup, 33

 

saying no, 78

scheduling, 30, 32, 67–68

self-assessment, 52–53

self-justification, 40

self-worth, sense of, 19

snap judgments, 23

 

talent, praising, 76

termination of employees, 51

time management, influencing, 18–19

timing, 7, 20–24

—emotions and, 24

—scheduling and, 30, 32

—time frame for achieving goals, 48

tone, 34

trade-offs, 65

 

vigilance, 29–50, 79

volatile situations, 59–64

 

work environment, 3–4, 73–79