How to Receive Feedback (Part 2): Power, Difference, and Inequity
Receiving feedback about power, difference, and inequity can be challenging. Learn how you can make it easier for staff to share feedback with you, and resolve issues sooner.
Receiving feedback about power, difference, and inequity can be challenging. Learn how you can make it easier for staff to share feedback with you, and resolve issues sooner.
When we respond well to feedback, we strengthen relationships and trust, increase the likelihood that we’ll keep getting it, and contribute to a culture of growth, candor, and rigor within our teams. Here’s our best advice for receiving feedback, focused on the parts that you have control over.
Have you ever needed to push a staff member or a team for more but didn’t know how? When we say push, we don’t mean shoving someone into the deep end without a life raft; we mean setting a high bar and being honest when something needs improvement. Here’s some language you can use.
When check-ins are done right, they can revolutionize the way you manage. In this article, we share our best tips for getting the most out of your check-ins.
Here are some tricky performance scenarios our clients have encountered, and suggestions for designing a responsive performance improvement plan.
What do you do when someone isn’t performing well—they’re not meeting expectations, hitting goals, or demonstrating the must-haves of their role? How much should you invest in performance improvement? When is it time to let someone go? And, how the #@$% do you decide? These four steps will help you navigate the tricky processes of addressing performance problems.
We believe that relationship-building is a core competency for effective management (equitable, sustainable, and results-driven). This guide is for managers looking to build (more) supportive and functional relationships with their staff.
How long should you give someone to improve after warning them? What should I do when someone isn’t meeting expectations, but I can’t pinpoint concrete things they messed up either? Here are some questions that we often hear regarding performance problems.
Goals are the driving force behind results, but goal-setting can feel laborious and unwieldy. Whether you’re working on goals at the organizational, team, or individual level, follow these tips to get past the pain points and ease the process.
When you’re moving from equity-neutral goals to goals with equity and inclusion considerations baked in, practice these tips to stay on track.