The Feedback Mistake Most Leaders Make

[00:00:00]Sometimes there are people that just can't get up to speed.

[00:00:02]>> Great. Then let them not get up to speed and then let me give very direct feedback quickly. And don't dance around it with the positivity sandwich. The way you have that is directly with respect.

[00:00:13]This is a 19-word sentence that you're going to steal that has been researched at Yale and Harvard. It's called the magic sentence. I have very high expectations for this team and I believe you can meet them and that's why I'm going to tell you this feedback. And then you tell them the feedback and you let them because what somebody does with that feedback that's what they control. Do you want to be in an organization where people think you suck?

[00:00:36]And they talk about you in a conference room? Of course not. So, why would you do that to somebody and not address it before you start barking about or labeling people, which is toxic behavior on your part? Take a moment and ask yourself critically, have I actually explained the outcomes to measure success or am I just throwing somebody in the fire and then judging the [ __ ] out of them when they can't get the job done? Because if you can't answer those questions for yourself, then you're not the good leader.