Once you let feedback loose in an organisation there is a period where people are trying it on, getting used to it and seeing if everyone else is buying in just as much as them. In the early stages feedback can often be poorly done: too lengthy, softened too much in order to not offend, poorly timed, poorly delivered, emotionally delivered, and a whole host of other accidental failures. If you want feedback to thrive then you need to look beyond the early difficulties and encourage the good use and practice of feedback because, like anything else, it takes a bit of practice particular in the organisational setting where there are so many pitfalls.
I recently saw a story that both filled me with awe and brought me close to tears. Eight year old Bailey Matthews has cerebral palsy. This makes what we take as the most basic and unappreciated daily tasks, such as walking and getting dressed, difficult. Yet despite this disability he has made a joyful habit… Read more
I’ve heard that having expectations is the mother of all disappointments and I agree with it, except when they’re not. A friend of mine, Matt (name has been changed to ensure my safety), recently ran into a sticky situation that we’ve all probably fallen into at least once. Matt was in need of a tradesman… Read more
I had a great chat with a client in the people development function of a large NZ institution the other day. He had been charged with looking at their approach to performance appraisal. Given some recent changes in style by some big global experts in this field, I asked what he was thinking. One point… Read more
Have you noticed how your birthday/anniversary/Christmas seems to come around faster every year? Or how much longer the summer holidays seemed to be when you were a child? A recent article in the New Zealand Herald suggests an explanation based on a theory described in 1897 by the French philosopher, Paul Janet. The theory is based… Read more