Why is it so that both executives and lower staff members encounter difficulty in feedback conversation? Does these performance evaluation responses look familiar? With 15 years of experience in working with clients, the author figures out the misled efforts by teaching managers as the primary reason in improving these conversations. The most ideal approach to gain the outcomes from these feedback conversations is for each individual to become effective recipients of the feedback being given to them. It needs to tackle three challenges, including thoroughly understanding whatever is said, focus on the message, not on messenger, and third, finding the factors that will make you more or less receptive to the advice you receive. The key objective is to transform the feedback culture in order to enhance the individuals’ skill to learn and develop.
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