The typical approach to feedback resembles a bombing raid where managers stay at a high level, deliver their payload, and get the heck out of there as fast as possible. It’s no wonder that the recipients of this kind of feedback become disoriented and put their defenses up. You see the collateral damage all the time.

 

Instead of an adversarial process, what if you were to teach managers how to make feedback the sign of being a great ally? Instead of a one-way monologue, what if they could rethink feedback as a dialogue? Instead of thinking they have the monopoly on the truth, what if your managers were using feedback to expose two truths: yours and theirs?

 

In this session, you will learn: