Fixing Feedback
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Murch Georgia. Fixing Feedback
ABOUT THE AUTHOR
ACKNOWLEDGEMENTS
INTRODUCTION
Chapter 1. Feedback is broken
It's all about your people
The people noise is loud
Time poverty – a growing phenomenon
Matrix structures add complexity
Performance reviews are not working
It's time to move to the future
Remarkable leaders
Fixing feedback
Chapter 2. The cost of poor communication
B2B needs more H2H
Chapter 3. Why don't we have the conversation?
Reasons for avoiding feedback conversations (or having them poorly)
What makes feedback conversations so difficult?
Not all feedback is helpful
‘Positive’
‘Negative’
Chapter 4. Understanding the ‘real truth’
Honesty versus verbal assassination
Opinions are not facts
Speculation kills outcomes
Ruminating all over yourself
Yoursations are not conversations
Silence is not permission
Your truth is not the ‘real truth’
Chapter 5. Having the conversation
1. State the issue (the purpose)
2. Provide examples
3. Share your opinions and/or feelings
4. Clarify what is at stake
5. Identify your contribution
6. Indicate your intent to resolve (but do not problem-solve)
7. Ask for their perspective
The ideal method
The right place at the right time
Location, location
Conflict is good
Managing your relationship to conflict
Your body language has a profound effect … on you!
Chapter 6. It's all about safety
Are you a fighter or a flighter?
What to look for when the FIGHT response has been triggered
What to look for when the FLIGHT response has been triggered
Looking in the mirror
No respect = no point
No agreement = no point
Techniques to restore safety
1. Apologise, when appropriate
2. Make your comments about do and don'ts
3. Gain agreement
4. Ask what is going on
5. Get on the same page
6. Make silence your friend
7. Validate their feelings
When stalling is a good thing
Managing stress
Chapter 7. Own your stuff
Everyone has a story
Above the surface
Under the surface
Beware of the Drama Triangle
The Victim
The Rescuer
The Perpetrator
Why we don't receive well
Ego is a dirty word
Pride and humility
Chapter 8. The Board of Directors in your head
The ten directors
1. Blamers
2. All About Me-ers
3. Black-and-White Thinkers
4. Negative Thinkers
5. Catastrophisers and Minimisers (C&Ms)
6. Always Righties
7. The Powerless
8. Perfectionists
9. Labellers
10. The Entitled
People are not aware of their BOD thinking habits
BOD thinking leads to poor decisions
BOD thinking leads to poor relationships
Chapter 9. Climb out of the thinking trap
Stay in your lane
Learn to recognise and replace your thinking
Smile
Build a community of positive people
Feed the good wolf
Look for the gift
Meditate or do yoga
Build gratitude into your life
Seek advice
Get healthy
Be careful of comparison
Chapter 10. Embedding ‘remarkable’ in your organisation
Driving change and finding your flow
Make the decision
Educate with impact
Structure to remember
Measure consistently
What is working that we can amplify and do more of?
What is not working that we could change, put somewhere else, do more of, or eliminate altogether?
Accountability with rigour
Chapter 11. Do the work
There's work to be done. Do the work!
Index
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Georgia is obsessed with the power of great communication. She knows how great communication leads to great collaboration and helps create outstanding cultures. She sees the profound impact communication has on the success of businesses. Remarkable conversations make businesses better.
Georgia understands the importance of delivering programs that impact the bottom line. By helping people have constructive conversations, and giving leaders the confidence to lead with ease, Georgia helps businesses become highly productive by leveraging the power of their people.
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• don't do what they say they are going to
• ask for your opinion but never heed your advice
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