Incoming volley! Duck! It's the feedback war and it's underway

Incoming volley! Duck! It's the feedback war and it's underway.

A common roadblock to success is the use of feedback to win, to dominate the person (sometimes a direct report, more often a peer) seen as the opponent.

Why should you care? Well,MBT Changa Cork your happiness and sanity, for starters. There's also the broader impact. Organizations in which leaders and managers routinely share high-quality feedback are easier to scale and have fewer nagging problems and less operational drag. They also have less undesirable attrition. I have yet to see an exception to this.

What does competitive feedback sound like? Here are four examples: MBT Salama

1. "My organization will not be held accountable for commitments made in my absence."

2. "This is a dictatorship, not a team."

3. "You intentionally didn't invite me to the MBT Chapa meeting with the CMO. You have to invite me. Our project scope document dictates it."

4. "I want us to be fair here."

As feedback, this is pretty much as bad as it gets, and will cause more problems than it will solve. Fundamentally, this feedback is designed to hurt the recipient, to cause a wound that festers until it kills the recipients or weakens them so much that they cease to be a threat. Let's look more closely at what's going on here:

The first two statements are passive-aggressive, alluding to a problem the recipient is assumed to have created.

This first is stated as a demand, and the MBT Habari,is directly insulting to the recipient's character. The third mixes character attack with a direct order for the full effect.