Everything you know about giving feedback at work could be wrong
Management guru Marcus Buckingham has a bone to pick with one of the prevailing trends in management wisdom — that companies need to get a lot better at giving tough, candid feedback, and need to do it a lot more often. As indicative of the trend, he points to recent popular books like Bridgewater Associates CEO Ray Dalio’s “Principles” and Kim Scott’s “Radical Candor”, the proliferation of employee survey tools and feedback apps like 15Five and news reports about tough internal cultures like the ones at Amazon or Netflix. But in a new article in the Harvard Business Review called “The Feedback Fallacy”, which offers a preview of his book to be published in April, Buckingham and his co-author, Cisco executive Ashley Goodall, argue managers are getting it all wrong. Managers who focus so much on candid feedback are ignoring research that shows how hard it is for people to rate the performance of others, and how difficult it is to standardise and homogenise what “excellence” looks like in different people.
Read the blog post over at JobDesc over here.